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Smaller biotech firms typically have products in the development stage and are not making money. Now they are facing increasing financial hardship. Even in good times except for a few names like Genentech and Amgen, the others are struggling. They have a hard time raising money, and its coming at a higher price, 90% of equity instead of 50% like before for 5 or 10 or 20 million dollars. Older shareholders are diluted with new capital raised. And some are selling out. Others are going into bankruptcy liquidation, after wrenching periods of firing most of the staff. Even blue chip firms like Helicos of Cambridge, Massachusetts, which went public in 2007, and has backing of advisors like Steven Chu, the Nobel Prize laureate, are in trouble; with its DNA reader designed to produce custom tailored cancer treatments at $1 million a piece. It has not booked a sale, faces competition from a reader developed by two companies, Roche and Illumina of San Diego. It almost ran out of cash last year. Helicos shares $18 last year, are at 54 cents. According to Burrill and Company, a venture capital concern, 100 of the publicly traded biotechs this year may be lost as companies fail or get taken over. 120 of the 360 publicly traded biotechs have less than 6 months cash left, compared with 12 a year ago, says Burrill. Already 10 have declared bankruptcy according to Biotechnology Industry Organization. BIO is asking Congress to step in and for the government through the National Institutes of Health to provide matches for private investment in small startups with promising treatments. All this is happening as companies are spending large sums for mergers like the Pfizer Wyeth merger. ...

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New rules for foreign direct investment in India will allow foreign multibrand retailers to own upto 51% of joint ventures in India. Rules set earlier allowed foreign retailers like Wal-Mart to only setup wholesale joint ventures. The move by the Indian government lets Wal-Mart, Carrefour, Metro Group and other retailers open supermarkets. The rules were also changed to allow 100% ownership for single brand retailers such as Nike stores. Prior rules limited single brand retailers to 51% ownership. This is a major step because of the growth in the Indian retail market, and the small portion of the overall market that is occupied by large retail chains with well developed supply chain management. Technopak Advisors Pvt. Ltd, a consulting firm in New Delhi, estimates that the Indian retail market has sales of about $470 billion a year, with only about 5% of this or $27 billion in modern organized retail operations. In the five year period 2012-2016 sales are expected to grow to $675 billion, with $85 billion coming from organized retail. Companies with operations in India that are expected to expand operations include Bharti Wal-Mart, Tesco which has a agreement with Tata Group's Star Bazaar stores, Germany's Metro Group AG. according to these numbers, even with competition from the organized large stores, smaller stores will still occupy 88% compared to 95% of the retail space in 2016. And the growth in the overall market means that the smaller mom and pop type stores will still have growth from $443 billion today to $590 billion in 2016. A government backed study by ICRIER shows that smaller stores lose about 23% of sales in the first year, but recover quickly in following years because of growth in the overall market. The introduction of modern supply chain management, modern refrigeration methods, and large investments by leading global retailers is likely to change the way food and other products are stored and marketed, a revolutionary change for India where these methods and investments lag far behind the developed world. For this reason this may give major impetus to modernizing the Indian economy....

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The EU's competition commissioner to crackdown on pharmaceutical companies that are delaying the entry of generics drugs with various tactics that are anticompetitive. EU has raided the offices of several marge drug companies and retrieved documents that show this activity was going on. About 5% of medical bills or 3 billion euros coud have been saved from 2000 to 2007, if companies had allowed generics to enter the market earlier and not resorted to these antitcompeitive strategies. Like paying off generics companies or having so many patents on the ingredients of the drug, in one case 1300 patents on one single drug, and then suing the generics companies to tie up the case in the courts.

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AstraZeneca PLC showed a net profit decline of 8.3% in fourth quarter 2011, on sales that remained stable at $8.66 billion compared to $8.62 billion in the prior year quarter. AstraZeneca is facing competition from low cost generics and cuts in government health care spending similiar to the rest of the industry. The company has announced new job cuts of 7,300 job for 2012, which brings total job cuts to 30,000 for the last 5 years. Most of the job cuts are in the U.S. and Europe. Hiring has continued in emerging markets leaving the net job cuts over the last 5 years at 9,600. Of the 7,300 job cuts planned for 2012, 2,200 will be in R&D departments, 1,350 in manufacturing and 3,750 in sales. AstraZeneca is changing the way it will do research and development with these changes. It will close the neuroscience research laboratories in Sodertalje, Sweden and in Montreal. It will have in its place "virtual" neuroscience units, small groups of 40-50 researchers working with academic groups and scientists outside to utilize the best science in the field. This is one of the most radical changes in R&D practices among pharmaceutical companies. In marketing the approach has shifted from having full time sales people call doctors offices to using online marketing tools and telemarketers. This approach is also being adopted for emerging markets....

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Procter and Gamble's new CEO, Robert McDonald, set a new goal of over half a million customers a day for five years, hoping to add people in remote villages of China, India and other developing countries for its shampoos, toothpaste, diapers and other products. In many places people are not even familiar with the products like diapers, and need education about the benefits and use. McDonald sees the potential as just "absolutely amazing, amazing." And under the prior CEO, Lafley, progress was made in Mexico, and developing countries are now 32% of the $78 billion in sales, up from 23% four years ago in 2005. Sales are doubling every 4 years in these countries. In Mexico the marketing at low price points throughout Mexico has moved sales per capita to $20, which compares to $1 for India and $3 for China. The idea is to move China, India and places like Nigeria up to the Mexican level. McDonald sees sales growth of $40 billion with this move. Distribution is a challenge, and new ways to use these products and their design for low price markets and local customer habits is needed to make this a success. Families that don't use diapers are encouraged to start using them only once a day at night to promote restful sleep, and young girls are introduced to feminine hygiene pads. Shampoo is in tiny packets for 1-2 uses and may cost no more than an egg. Even though this puts P&G in head on competition with better established Colgate and Unilever, P&G executives see the efforts of all 3 companies actually helping to educate the people in using these products and broadening the market for all. ...

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Spotify raises $1 billion from venture capital firms in March 2016. It gives the VC firms a 20% discount in a IPO offering for the shares in 1 year, and adding 2.5% every 6 months till an IPO. Spotify is losing money and plans an IPO in 2 years. It faces competition from Apple Music streaming service. Private equity firm TPG, Dragoneer Investment Group, and clients of Goldman Sachs participated in the deal. Tech firms are increasingly using convertible debt rather than equity. Spotify also pays annual interest of 5% which is added to the debt, and this increases by 1 percentage point every 6 months till it reaches 10%. Fidelity Investments has marked down its Spotify stake, down 27% for Spotify shares since August 2015.

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Germany is trying not to choose sides in the trade and security disputes between China and the U.S. Yet it owes a lot to the U.S. from the days of the Marshall Plan and U.S. taking on the role of defending Germany after the Berlin Wall. China was then a partner with the Soviet Union in the Cold War.  Today China is Germany's top market for its car industry. Yet the U.S. export market is much larger than China at $119 billion with China's at $96 billion. In Germany 28% of jobs are linked to exports, and in manufacturing this goes up to 56%, according to Germany Ministry of Economic Affairs. Germany supplied much of the factory  equipment from its engineering companies and the infrastructure that powered up the China transformation. A transformation now underway in India.  There are signs of a shift as engineering companies in Germany grew faster in the U.S. than China, increasing by 6-10% a year. India remains a key growth market for Germany over the next 10-15 years as growth in China slows and India accelerates with its younger demographics and investment in infrastructure. Much of the infrastructure in China is built and it is approaching the saturation Japan reached in the 1990's with additional investments adding little in the way of productivity. Longer term Germany has more potential for growth in countries in South and South East Asia  that will need to make huge investments in infrastructure and technology for manufacturing to meet the aspirations of the people there. Other issues related to freedom going back to the Berlin Wall and the rebuilding of Germany after World War II will emerge. German companies are running out of patience says this report in the WSJ with the bureaucratic obstacles, forced technology transfers, subsidies by state model to extinguish competition, and protectionist approach to home markets, even as state funded companies in China put other companies in Europe, Asia and the U.S. at a disadvantage. Germany will need to transition to a shift in its global relations, a process that is only now taking place. Just as with austerity policies in which it has now made the shift from going with the northern European countries (Sweden, Denmark, Netherlands, Finland) to the Southern European (France, Italy, Spain) in favor of common solidarity even at the short term cost of common debt, Germany now is facing the shift for solidarity with the U.S. for its support of Germany from the period of the Berlin Wall in the 1950's, for the U.S. and European solidarity in the face of the post-coronavirus world. The U.S. showing its generosity and openness to Germany and war torn Europe even as it took on the added responsibilities for creating a new alliance with Europe.   ...

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A heart warming story of aging well of a world class Masters swimmer who stays fit at 89, Gail Roper can be an inspiration for people wanting to live healthy into an advanced age. She was a national champion by the time of the 1952 Olympic games in Helsinki, FInland. At 44 she started swimming in Masters competitions. She thinks one should not need a walker when one is growing old, provided one has plenty of exercize. She says she could be competing even now except for her driving. She lives in a senior community and swims 2000 yards everyday in an outdoor pool. Her daily routine includes, 20 sit-ups while watching the news, 20 push-ups against her kitchen sink between washing dishes, 200 revolutions on her stationary bike, 100 steps on her stair stepper, resistance bands to stretch. Want to stay straight up and down, and not crouched or humped over, then you must work at it says Gail Roper. Its that simple. It means working lives don't end when you retire, just take different shapes and adopt new routines. She speaks to 5 people everyday as a rule to keep up social skills. And she reads as well to keep her brain active. Gail starts the day with a cup of Nespresso coffee, granola and fruit, and adds yogurt. Snacks on walnuts, almonds and dried fruit throughout the day. Her main meal is lunch which includes a salad and beverage where she spends time with other people at the seniors center. Dinners are small portions. On Sundays its pizza and wine. Thats it! Secret to healthy living for the retired and older people.   ...

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Whirlpool has negotiated an agreement with Suning Appliance Company in China to use its distribution network.

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Emily Glazer of the WSJ interviews Clorox CEO, Don Knauss. Knauss talks about his strategy to focus on the U.S. and Latin American markets and not make a costly effort to enter markets in Asia. He sees competition intensity in Asia and Brazil as much higher today with P&G and Lever focussing on these markets. Clorox is concentrating on brands known for being environmentally friendly such as its Green Works line of cleaners, Brita water filters, and products of acquired companies such as Burt's Bees. Knauss describes the Hispanic consumers preference for Clorox and Pine Sol for cleaning and the use of bleach 70% for cleaning. Hispanics use 25% more bleach than other consumers and prefer fragrances such as lavender for Pine Sol. These are some of the insights the company is using to maintain its penetration in this market.

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Online sales of razors are growing rapidly, having doubled to $263 million in the 12 months through May 2015, according to Slice Intelligence. This is about 8% of the market of $3 billion. P&G Gillette division is responding by offering better prices online to compete with competitors such as Dollar Shave Club. Dollar Shave Club has about 2 million customers paying about $1 to $9 every 2 months for blades. Gillette's claim is that its Fusion ProGlide blades cost $5 a month, based on changing cartridges only once a month for 3-4 shaves per week. Gillette dominates retail sales because of its relationships with retailers, its displays inside stores, and its packaging. The online competition changes the way blades are sold, bringing better prices to customers used to paying high prices for baldes sold with "new and improved" labels.

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Apple offers a new way to buy iPhones directly from Apple with financing in September 2015. This will change the way iPhones are sold, giving more control over the sale of iPhones to Apple. It will enable Apple to stabilize core sales for iPhones by encouraging upgrades every year. The monthly payments are $32.41 for 2 years for the cheapest iPhone. Apple is taking aim at the average upgrade time which is increasing- it went up to 26.3 months in 2015 from 18.2 months in 2010, according to a telecom consultant. With the iPhone 6 and iPhone 6 Plus sales surged for Apple in the first 3 quarters of 2015 by 50% from the prior year period. It will be harder for Apple to generate this kind of sales increase as the new iPhones introduced in September 2015- the iPhone 6s and 6s Plus have better cameras and "3-D Touch," only incrementally different. A 16 gigabyte iPhone 6s would cost $778, about the same as the $649 price and Apple Care coverage of $129. The way iPhones were sold through wireless carriers kept the price hidden with higher wireless service charges- 2 years of a Verizon wireless 3 gigabye data plan ended up costing users twice the amount of the $649 price of the iPhone. Now the competition among wireless carriers will shift to pricing cuts and changing their pricing strategies. The result of the changes is likely to be increasing shifts from one carrier to another as Apple allows direct buyers to choose the carrier they want....

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During the first quarter 41% of the passenger cars sold in N. America went to rental car fleets. A big number. GM expects to reduce this by 5-10% in 2007. In 2006 GM sales to fleets are expected to be 600,000, with an estimate of 540,000 for 2007. Changes in rental car fleets include- older cars being phased out and replaced by newer models at higher prices which will now stay on the rental fleet for 9-12 instead of 6-8 months, with higher mileage approaching 30,000 which puts them outside the range of new cars. In previous years a rental car company would put cars used for 6-12 months back on the market resulting puting them in competition with new cars and bringing down new car prices. Rental companies like Hertz Avis etc buy about 2 million cars a year.

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Slowdown in drug sales growth in USA and Europe. Top seven emerging markets will account for 34% of global sales growth upfrom 7% in 2000. And the USA accounted for 40 to50% of growth in global pharmaceutical sales each year early in this decade, in 2009 the sales in the USA will account for just 9%. Forecasts and figures are from IMS consulting firm. USA sales will rise only 1-2% if at all, while emerging markets will grow by 4.5% to 5.5%. With the economic troubles American consumers are less likely to fill prescriptions and insurers are not covering new drugs and favoring generics. Intense competition among generics drug makers is reducing prices. IMS predicts that the global generic market will grow by 5 to 7% in 2009 to $68 billion, slowing from double digit growth. This is from total sales forecast for pharmaceuticals globally of $830 billion.

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Apple appears to have peaked and it marks the end of an era. Americans have more to be concerned about than the latest incremental iPhone design with decline in reading skills among children, dropping mens college enrollments, cost of living crisis, and retiree poverty.  For the most part US prices are kept at last year's level as Apple is facing new competition and restrictions in China, with a new Huawei phone which matches the new iPhone. Apple has increased iPhone revenues by 44%, even though shipments have increased by 15%, with aggressive pricing, making iPhones generate $40 billion, 50% of total revenue. This aggressive pricing phase may now be ending as Huawei plans to increase global shipments by 20% even as the total smartphone market declined by 6% to 1.15 billion shipments. Apple has 55% of the US smartphone market and worldwide at 27%. This may be the peak and the end of an era in which Apple and other Tech companies not paying a fair share of taxes led to the defunding of infrastructure and public services. ...

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As the trade problems with the U.S. escalate in tit for tat tariffs, China looks back at its history for parallels. The period of the "unequal treaties" imposed by the Western powers on China in the period 1850-1900, the Korean War of the 1950's, and other analogies that come up to people. Yet China's planners and leaders are looking at another situation the Plaza Accord of 1985 in which the western nations pressured Japan into accepting a significantly higher exchange rate to reduce its trade surplus and the Japanese yen appreciated by 50%. Japan cut interest rates from 5% to 2.5%, and introduced huge fiscal stimulus, banks opened up to lend vigorously. The result was a boom by 1990's followed by a bust that led to another decade of lending to loss making firms called "zombie" businesses, that led to a stagnant economy. This has persisted for three decades. This China sees as an unacceptable situation when China has still not achieved developed economy status in terms of per capita incomes. It fears getting into a middle income trap as the economic growth slows and the aging population makes a recovery more difficult.  The difference with Japan in the 1985-1990 period is that Mr. Trump lacks the kind of five nation economic coordination that put pressure on Japan. Today there are differing views on China in Europe and the U.S. and different policies. Mr. Trump is known for his style of deal making and could settle early, as feared by some Republican leaders in Congress who see in China a challenge to America's technological dominance. There are no calls to appreciate China's currency. Only calls for China to change its state subsidies model and put in writing and through laws that change the way of doing business that does not require American companies to hand over advanced technology. This is also a concern for Japan and the European Union countries such as Germany, and is something all nations try to protect in global competition. Japan is still facing the consequences in creating a new competitor in high speed train technology after building the first high speed trains in China and transfer of the high speed train technology by Kawasaki. The Household Survey by the Federal Reserve showing the financial fragility of 40% of American families shown on this page today shows how this situation is likely to evolve as working class families in the U.S. support a trade stance that protects American jobs and technology. Job losses over three decades and a $891 billion trade deficit in 2018 are seen as unacceptable to the U.S. in 2019. A stronger U.S. dollar helped increase the U.S. trade deficit by 10% in 2018, nullifying some benefits of Mr. Trump's trade actions. Mr. Robert Lighthizer was a negotiator in the trade dispute with Japan in 1985, and runs the negotiations with China with support from president Trump. This alone has kept the Japanese situation in 1985 uppermost in the minds of China's leaders as they try to come up with a way to settle the trade dispute with Mr. Trump.     ...

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Matthew Tsien, a vice president in GM China, will be the new president in Jan. 1, succeeded Bob Socia. Tsien will report directly to Dan Akerson, CEO of GM. Tsien is currently vice president of planning and program management and has experience working wih GM's joint ventures. The direct report helps to provide direct contact at the highest level with CEO Akerson. GM China chairman is Tim Lee, who is also executive vice president of global manufacturing. China provides about 30% of GM's global vehicle sales. GM is taking a new look at its China operations as increasing competition is eroding its market share. VW sales in China increased by 18% to 2.35 million cars and SUV's, in comparison GM sales were up 11% to 2.31 million, for the first 9 months of 2013. GM's plans going forward are to invest $11 billion in China through 2016 for 4 new assembly plants. This will boost annual production to 5 million vehicles in China by 2016.

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Samsung's decision to go with Android rather than its own inhouse developed software for its smartphones, and the execution of the new plan, was pivotal in its recent success. This is what differentiates it from Nokia and Research in Motion, companies which decided to develop their own software. In the case of Nokia, it made a costly switch from its Symbian software to Microsoft software. Samsung's other business in chipmaking is not as profitable, with margins dropping to 9.5%. Operating profit declined in the fourth quarter in the chip business, dropping by half from the prior quarter. The rapid changes with one costly error changing the whole playing field, also shows the precarious nature of the mobile phone business with changing leaders every few years, from Motorola to Nokia, to Samsung and Apple.

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This report in DW.com looks at the problems behind the suspension of all operations at India's Jet Airways.  Jet Airways faced little competition in its early years in the early 1990's and was a success as a full service airline competing with state controlled Air India and Indian Airlines. By 2005 the emergence of low cost carriers operating on thin margins and using a cost efficient model of operation hit Jet Airways hard. It still operated as a full service airline failing to change its model to tackle a cost conscious growing Indian market. The $500 million used to acquire a weak budget airline Air Sahara was a costly move leading to a writeoff of the entire investment and a lost opportunity to adapt Jet Airways to the new cost efficient models roiling the airline industry in Asia.  It is difficult to operate in a environment where a depreciating rupee could add an additional burden from volatile oil prices for cost of fuel to operate. Airlines that operated on razor thin margins such as Indigo and SpiceJet used cost and efficiency parameters as key to flying passengers. Jet Airways failed to make this the priority, continuing to operate as a full service airline. The favorable oil price environment for a brief period in 2015 was not used by the airline to streamline costs.  Add to this the effect of Goods and Services Tax which increased costs by 18%, the effects of demonetisation in reducing passenger ability to buy with cash, and the 5% tax on jet fuel in 2018, creating a financial crisis at Jet Airways.  In the end banks decided not to extend further financing for the airline to operate and looked for a large buyer. ...

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Honda's market share slipped from 11% in 2009 to 9% in 2011 in the U.S. after the tsunami and earthquake led to shortages of cars. Sales are expected to be 50% higher in May 2012, as inventory shortages are reduced, according to Edmunds.com. With increased competition, and new models such as the Crosstour Accord in 2009, CR-Z hybrid coupe, Insight hybrid in 2010 failing to catch on, Honda is increasingly falling back on its best selling Accord, Civic, and CRV sport utility vehicles for increasing sales. The Ridgeline pickup truck introduced in 2005 may be discontinued. The Honda Fit subcompact sales declined by 61% in April 2012 from the prior year. Fiat and Kia small vehicles have increased sales compared to the Fit. The Fit is manufactured in Japan and the strengthening yen makes it unprofitable. A cost competitive Fit will be made in Mexico starting in 2014. Honda's strong point is its higher customer retention rate of 60%, second to Hyundai's 64% repeater ratio, according to January 2012 survey of J.D. Power. Honda normally relies on the U.S. market for over half its operating income, and for the year ending March 31, 2012 most of the operating income, 223 billion of 231 billion yen, was from the U.S., which gives some idea of how much rests on the U.S. market. For now Honda is using incentives to recover market share at the expense of operating profit. During the last fiscal year Honda's operating profits declined to 2.9% of sales. Honda's goal is to move this up to 6% in the coming fical year, still short of the 9% in 2002, and between Nissan's estimated 4.5% and Toyota's 6.8% in the coming year. ...

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Even though immigration makes the headlines for the average German and daily German life polls and surveys show says the NYT that the main concerns center around a failing economy. For 5 years Germany has experienced little growth. According to Eurostat, Germany's GDP growth rate is 2023 -0.2% 2022: 1.37% 2021: 3.67% 2020 -4.1% Tankersley and Eddy report from Lutherstadt Wittenberg Eastern Germany. As Germany's economy slows companies may move jobs and manufacturing to Austria and France says one CEO of a company that makes fertilizer and additives for diesel motors. This could lead to loss of 10,000 jobs in an already depressed region. The problems faced buy German industry are increasing with higher costs of energy- even after prices have come down energy is 20% costlier than the European average according to Eurostat. Industry leaders say this is the result partly of efforts to reduce fossil fuel emissions. Increasing competition from China means Germany cannot compete as before. Investment in public infrastructure has not kept up with crumbling roads and bridges and a rail system with underinvestment and plagued with delays. Investment in digital technology has lagged behind China, India and France.   ...