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How is the push by Toyota to hybrids making up 50% of its cars- including shift of RAV4 and Camry entirely to hybrid cars- affecting revival of US manufacturing and advanced technologies for electrification of cars? Toyota will invest $14 billion in a battery plant site in North Carolina, at a site located between Greensboro and Raleigh.The plant will make batteries for EV's and hybrids so that Toyota can respond to market demand and regulatory changes. This North Carolina plant will supply factories assembling cars, hybrids, plug ins that travel short distances before switching to gas. Hybrids including plug in hybrids make about 15% of US sales, a sector Toyota dominates. How does it affect tariffs risk? Currently Toyota plays a 15% tariff to import plug-in hybrids. The North Carolina plant will build capacity for batteries to put in 74,000 plug in cars, 45,000 EV's, 600,000 hybrid cars. How will it fight climate change? Toyota has always believed that hybrids with twice the mileage of gas cars are a good way to fight climate change, even when EV's were the rage in the days of the Biden administration. Hybrid Camry at $25,000 and RAV4 at $29,000 give 51 and 41 mpg. This strategy is now turning out to be the right one because of cost of living concerns balancing climate change concerns as priorities. It was alone in this view and took a lot of criticism for this. Now that rare earth metals that are hard to access from China are needed for EV's it is proving doubly right- giving Toyota the opportunity to double down on hybrids and also move into EV's with short range distances using gas after that. Future design of cities that are self sustaining in smaller distances, eliminating long commutes, could make this an interesting option, a style of living being tried out in Nordic countries and in Germany, France. With India and China burning coal and investing in renewables at the same time this was overlooked by the climate change planners in US and EU- the solution being natural gas and renewables including hybrids for the US and EU/ Japan advanced nations.   ...

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With so much coverage of other aspects of China,  to really understand China and Xi Jinping one has to understand the rural urban situation in China. Xi's long experience as a teenager in the cultural revolution of Mao was in rural areas, the 8 years he spent there till the age of 22, as this report by James Areddy with help of Yijun, Cheng and Qi aptly shows. It traces the shift and mass migration to cities starting with Deng's modernization drive in 1979. This shift of labor to city and town factories as the U.S. and Europe shifted factories and production to China is the story of our times. How it has both helped and hurt China and how it has become the dominant issue of our times, and a lesson for India in the middle of its own modernization and shift of labor to cities. It has helped China modernize with the shift during 1979 to 2016 and run into a road block with president Trump leading a movement in the U.S. of people most hurt by the outsourcing of factories and production to China. It was not meant to be this way. Yet the shift also led to ripping up the fabric of communities and towns with loss of factories across America over three decades. Because China is a large country the impact was huge decade after decade, leading to a backlash against lost jobs in the U.S. and in Europe.  Xi Jinping has romantic view of rural China as he spent 7 years in Shanxi province rural areas during the cultural revolution under Mao. During this period he toiled as part of farm labor alongside villagers which allowed him to get to know villagers and farmers in the countryside well, and formed his view of the world around him. As it is described in a description of the man in Chinese sources- "He arrived at the village as a slightly lost teenager and left as a 22 year old man determined to do something for the people."  China's system separated migrants from city dwellers not  giving same rights to better education, to schools and housing, and official documents separating the two, city dwellers and migrant populations from rural areas. As a result as China modernized and population shifted -shown here in excellent graphic charts over four decades- in 1979 from about 80% in rural areas and 20% in urban the shift goes to 50-50 by 2001. Today it is 40-60 with 60% in rural areas but a population of 40% suffering from severe inequalities and  low incomes. So that GDP per capita of $10,000 for China is deceiving. The real incomes in average disposable income is about $4300 in urban and $1700 in rural area, according to National Bureau of Statistics. High school education is hard enough to get in rural areas, medical care is very basic and the $1700 would hardly get a room in low income housing in a large town in China, says premier Li Keqiang. Keqiang did his masters thesis on urbanization and has studied this shift from his college days. Just as in Gandhi's India, Mao's China is the story of the villages, with 128,000 villages for 600 million people in Mr. Xi Jinping's anti-poverty drive. Hong Kong other issues have to be understood in the context of these concerns of China's leadership today- the sense that strong central leadership alone can keep the country together and bring a decent life to the people in the villages and in the countryside outside the cities.  Modernization of cities still set in the context of China's vast rural population and essential to its full uplift and progress. Xi has allocated $80 billion each year to bring roads, schools, medical facilities, and other amenities including electricity and modern heating. The idea now is to shift people back to the villages, find opportunities for jobs and livelihoods in farming, tourism with guesthouse facilities, and other occupations in the villages. The villages are being turned into attractive places to live one by one in this party drive and providing new enthusiasm and support for the party's efforts. India can learn from this experience in China. The western nations of the U.S. and Europe can no longer and will no longer undertake the wholesale shift of factories with loss of jobs to China or India to offer the prospect of bringing these countries to the kind of urbanization and overall prosperity of small nations like Japan and South Korea, which are a tiny fraction of the population of China and India+ Pakistan + Bangladesh. As a result China is changing strategy now with a return to some aspects of the informal economy in Chengdu with street peddlers and tiny retail, and return of migrants back to better built and improved villages in the countryside. A better life than in cities is possible this view says for people from these rural areas, if the rural areas are given modern facilities and construction and resources are allocated, job creation locally tackled. The villages can offer better air quality, better quality of life where villagers who earlier migrated to cities with ownership of land, when they are modernized with better roads and have better facilities for education, housing and healthcare, better amenities. The new approach is to strike a good balance for urbanization, by modernizing and investing in villages and small towns, so that cities can cope and overall life can be better than with mass migration and wholesale urbanization. It is also a balance that works well for the U.S. and Europe which can redirect manufacturing to their home regions as part of a better distributed and balanced supply chain than the one that was unwittingly built over the last three decades.    ...

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This Economist article looks at India-China relations and the Wuhan Summit between prime minister Modi and president Xi Jinping. It sees India's reluctance to follow a containment strategy in an historical light from the period in which India followed a non-alignment policy in the early post independence period under prime minister Nehru. During the period of the Eisenhower administration with Secretary of State John Foster Dulles India adhered to a strict nonalignment policy avoiding choosing sides in the Cold War. As a result U.S. policy tilted towards Pakistan during the Eisenhower administration. A balance was restored under president Kennedy, with Adlai Stevenson a close friend of India.  The short Sino-Indian war of 1962 led to a situation in which the U.S. backed India and improvement of relations. A semblance of non-alignment in foreign relations continued under Nehru's daughter Indira Gandhi. By 1990 with the opening of the Indian economy to foreign investment, the collapse of the Soviet Union, and the integration of China into the global economy, a new period of good bilateral relations with the U.S. and Europe was maintained. In 2017 the potential for a conflict in Doklam, Bhutan revived fears from 1962 in India. In 2018 After the U.S. administration of Donald Trump and Trade Representative Lighthizer imposed trade tariffs on China and restrictions on export of advanced technologies China pursued a policy of conciliatory relations with India. China's relations also improved with Japan and South Korea as the U.S. policy was unanticipated and seen as a significant change that would seriously affect China's economy. India's response was to pursue a policy of good relations with China and the U.S., even as the economies of the U.S. and India were drawn closer in India's pursuit of modernization.  ...

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Following positions heading manufacturing in 2006 and the expansion of Ford's China operations in 2008, Joe Hinrichs is now president of the Americas group in 2014. Hinrichs is responsible for the product launches in 2014-2015, including the new aluminium body F-150 pickup. Hinrichs supported a strategy for expanding SUV sales in China, which helped increase Ford market share to 4.4% in China in 2013. He started at GM after getting an electrical engineering degree from the University of Dayton in 1989. He is one of the younger managers who came up through manufacturing and feel at home in factories, talking to workers telling them why things should be done a certain way, and problem-solving on the factory floor. Apple CEO Tim Cook also started in manufacturing, with roots in Alabama, and joined Apple in 1997 as Apple struggled with quality issues in factories.

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There is a sense of cognitive dissonance in the states of former East Germany, known as the GDR or German Democratic Republic in the Soviet Union period from 1950's to 1990. The 5 states that formed the GDR continued to build close ties with Russia after the fall of the Berlin Wall, in the perception that this would build good long term relations. The crisis in Ukraine with border states of the Soviet Union opting in favor of close ties with the European Union and not Russia have disrupted the economic relations between the Federal Republic of Germany and Russia. As long as Russia needed the economic ties to build its economy and standard of living the political issues posed by NATO expansion and EU expansion were set aside by Putin and political parties within Russia. The very ties that were supposed to usher in an era of peace in Europe helped strengthen the Russian and Chinese economies. Leading to a point where these two economies were strong enough by 2021 in the midst of the waning pandemic to  assert themselves on political issues where serious differences existed such as expansion of NATO and Taiwan. When the economic relations such as making China a manufacturing powerhouse  was the path taken by American and European business in 1990's, business interests were focused on the declining quality and high wages demanded by unions and workers in the US and Germany. This could be personally witnessed at Apple's factory in Colorado Springs where quality was failing badly in the 1990's. Apple when Steve Jobs returned in 1997 adopted a China manufacturing strategy when its manufacturing operations in the US failed to deliver the quality and cost structure needed for it to expand. The high margins with low costs of manufacturing in China was the strategy adopted by Steve Jobs to compete with Microsoft and turbocharge its expansion. Soon other companies followed. A similar process happened in economic ties with Russia on a smaller scale. Two decades of such expansion whittled down American manufacturing, hurt American workers, hurt European manufacturing and European workers.  This process could not continue- yellow vest protests in France, the protest vote in US midwestern states in recent elections, the protest votes in German elections and fragmentation of parties, made this clear. The US imposed trade tariffs on Chinese products and moved to restrict flow of technologies to China under the Trump administration, accelerated by the Biden administration. President Xi was once of the view that China's ties with the US were important "thousand fold" in the period as late as 2010. Yet this lopsided trade relationship was not beneficial to American workers or American interests as a technologically advanced leader. It is true that American workers and engineers at Apple had failed to ensure American quality competitiveness in the 1980's into 1990's, yet no advanced country or its business can come up with a false narrative that cedes its manufacturing leadership and jobs for the working class of its country. That false narrative is being challenged today by Mr. Biden, Mr. Scholz, and all American and German political parties, and by Mr. Modi with Atman Nirbhar Bharat for local manufacturing. The integration one sees of the port of Hamburg as Chinese export hub with China's economy is one aspect of what has happened. A new leadership is taking its place in Europe and in America that sees clearly the false narrative. The visit of the new Danish prime minister to India is the beginning of the effort to set up a new logistics relationship with South and South East Asia, as Denmark's Maersk is a world leader in shipping logistics for exports and manufacturing. The planned Noida logistics center outside of New Delhi under Gati Shakti integrated development is part of the change happening today as a new supply chain is being built. The unwinding of the one sided trade relationship with China, and its related relationship on energy with Russia, led to the changing perception in Russia and China of the value of the relationship. Political relations superseded economic and cultural relations during Putin's second phase and Xi's second phase with assertive attitudes on NATO, and on Hong Kong, Taiwan under Xi and Putin 2.0. As could be expected Germany and the US were caught flat footed as leaders who were cast in the mold of Putin as a Soviet representative in Dresden, and Xi with his father leading the Communist struggle in the 1930's and 1940's against Chiangkaishek, acted in ways that reflected the Soviet period. Chiang left for Taiwan in 1948 when Mao-tse-tung setup the People's Republic of China. Taiwan and Hong Kong remained important in the perceptions of Xi 2.0, in the effort to build "China Dream" and erase last vestiges of what in Soviet times were seen as western colonialism. US and EU particularly Business and the new IT telecom Business failed to grasp these matters, and historical events such as the opium wars of the 1850's. Business and cultural interests lacked both the inclination to learn and the knowledge of these events in Chinese history and its relations with colonial powers Britain and Japan, and also Russia. In 1900 the Boxer rebellion against ceding Chinese ports to colonial powers Britain, Japan, Russia, ended with permanent colonial settlements in Hong Kong, Shanghai, Tsingtao, other Chinese ports. Chinese rejuvenation in the mind of leaders such as Xi from the second generation of Communist leadership, means putting this behind, leading to the action taken in Hong Kong. In some ways as some observers have commented it is as much a problem of the sluggishness of American and European thinking, particularly business interests including in Taiwan, post British Hong Kong, and ignorance of recent Chinese history which was mistakenly thought not to exist or forgotten. This is as much of a problem as the action taken by Putin and moves by Xi Jinping. The great democracies such as India, Indonesia, Bangladesh, were ignored as American and European business interests integrated the American and German economies with China's. In terms of population the population of these regions and related parts of South East Asia such as Malaysia and Vietnam which have a shared cultural history is about 1.5 times the population of China. Travelling through the parts of India's largest state Uttar Pradesh, an Madhya Pradesh one finds how much American and European business interests have failed both their own interests, their own workers and failed the great democracies of the world, by not only not investing in the democracies of Asia, and also of Africa and Latin America and bought into a narrative of China which no longer holds true and may never have been true all along. This is starkly evident in a once in a century pandemic in these great democracies of the world. These democracies have been left to fend for themselves during the pandemic and their leaders facing false narratives in the media such as the BBC and American media outlets even on issues such as vaccination of the largest part of the world's people.           ...

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Ford is facing a sales disaster in the China market after lagging in coming up with new models and falling behind in adopting new technology in the hyper competitive Chinese market. Sales dropped from 1.27 million vehicles in 2016 to 752,000 vehicles in 2018. In 2018 sales dropped by 37%, when the Chinese market declined by 3%. In 2019 the car market in China shrank by another 12% in the first half.  The problems stem from poor management. Alan Mulally started the China project, his successor from a Michigan furniture company CEO Jim Hackett was unable to grasp the challenges in China with new technology a key feature of keeping abreast of the Chinese market. A succession of new executives in China from U.S. or EUropean operations compounded the problem each group lacking the touch needed with local Chinese conditions. Some experts say Ford is now becoming irrelevant in the Chinese market after being a late starter in coming to China and then investing billions in a catch up effort. GM and VW started much earlier. Ford reported loss of $1.5 billion in 2018. From 5% in 2015 its market share dropped to 2.1% in first quarter 2019. Ford was complacent and applied a global strategy in China when local Chinese car companies were moving with lightning speed. Ford was asked to locate in the far interior of the country as a late comer to China and its partner Chang'an Auto was more concerned about keeping car jobs than introducing the latest technology and models. China is obsessed with new technology and there is no way Ford could be allowed to get away with outdated models. ...

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Ford executes new strategy for reaching the younger first time buyers of small cars in India. The car is a hatchback called the Figo designed with the help of Indian engineers for the Indian and overseas markets. It has done a$500 million expansion of its plant in Chennai, India, doubling production to 200,000 vehicles ayear, and 250,000 diesel engines a year by 2010. Mullaly says: "literally India is designing the small car for the world." Separately Ford is building a new car plant in Chongquing, China, for 300,000 cars, midsize and suv's. The change is huge and dramatic for car production. CSM Worldwide predicts car sales in India 45% higher in 2011 compared to 2007, and 39% growth in China, 26% in Brazil. In contrast, car sales in North Americaand Europe will not have returned to 2007 levels by 2011. Considering declining levels in Japan and Germany sales may be on a slow downturn. See links to this. For instance Ford predits Ford's production in North America will decline to 35% of global production by 2015 from 54% in 1997. ...

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The slowing growth in China is reducing growth and depreciating the currencies of iron ore producing countries Brazil and Australia. China makes 50% of the world's steel and imports 1.2 billion tons of iron ore traded annually. Australia exports 80% of its iron ore to China valued at $67 billion in 2013. Brazil sends 50% of production to China. For the first time in 15 years China's steel use declined 0.3% to 500 million tons in the Jan-Aug. 2014 period. The mining companies have invested heavily in ports and railroads for expanded production. BHP CEO Mackenzie says the strategy is to maximize production because reducing production increases costs on a unit basis. The result is a decline in price from $135 a ton at the beginning of 2014 to $69.80 on Nov. 28, 2014. Prices could decline to the $50 range in 2015, according to Citigroup analysts, because of an estimated iron ore surplus of 300 million tons by 2018. As China expands recycling of older cars and washing machines to produce steel this will reduce future iron ore demand in China. JP Morgan forecast for Australia reduces GDP growth to 2.8% from 3.3% for 2015, and Brazil reduced its forecast for 2015 to 0.9% from 1.8%....

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China's tariffs on US products could be called self-respect tariffs as US exports to China are small compared to China's $1 trillion surplus a year. $143 billion mainly oilseeds and grains! US business not willing to rely on US labor created the outshoring that built Chinese industrial growth, shipping out technology in the process, that created this situation. Consultants to Apple at the time such as myself bringing Total Quality of Management from Japan to the US, could see the failure of production quality at the Colorado Springs plant just before Steve Jobs returned to the company in 1998. About 20-25% of PC product was defective on the production lines seen with my own eyes. Looking back I believe it was not just the workers but the managers and engineering that needed to guide and motivate the workers with new ways to build in quality control. These were the days when Apple's Steve Jobs hired Tim Cook to revamp production and ship it to China. American workers got blamed. Yet as Jim Carlton shows in "Apple the Inside Story of Intrigue, Egomania, and Business Blunders," by 1996 a new German CEO Michael Spindler 1993-1996 had driven the company to the ground. The struggle with Microsoft gave Jobs an idea- by shifting production to a low cost location he could make the high margins to outinvest all competitors with new products-ipods, iphones, ipads. There is nothing wrong with American workers and their craftsmanship. Timeline- Steve Jobs returns to Apple 1997-1998 Tim Cook is hired from Compaq to revamp manufacturing in 1998 1999-2000 - the strategy is made to shift all of the production to China. Jobs could generate the margins and quality to challenge Microsoft, and profits to invest in new products 2020 -   the weakness of the strategy is apparent with supply side shock for chips and computers with the pandemic stopping shipping 2024 - after taking small steps to shift production to India does little to shift back to America 2025- Apple facing serious tariffs and the country's mood shifting to Make in the USA tells the new US president DJT it will invest $500 billion to shift production back to America. ...

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The 2022 industrial trade fair in Hanover, Hanover Messe, is covered here in DW.com with 2500 exhibitors showing how they are responding to a changed world after the pandemic and the Russian invasion of Ukraine with support from China. Export oriented companies have to rethink their strategy says Thilo Brodtmann, the executive director of the German Engineering Federation, Supply chain disruptions and the pandemic have led to many German companies reexamining their reliance on Chinese suppliers. Human rights and democracy are now part of the reorienting of business in a new direction. The war in Ukraine is also having an impact. Reducing CO2 emissions is also a major part of the reexamination. Chancellor Scholz told the Hanover Fair at the opening ceremony -"We need to bring along with us emerging and developing countries, whose demographics and economic dynamics are turning them into new centers of power." Brodtmann says the solution is "to become independent and to have a completely different value chain." The head of the German Associaltion of Electrical and Electronics Industry Wolfgang Weber says "I'm quite sure that German companies are ready to invest in any of these countries in Asia, Latin America, and Africa to diversify their supply chains." However such new markets are not very well represented at the Hanover Fair, so that policymakers and German business have a lot of work to do to open up new markets across the world in Asia, Latin America and Africa. India, Indonesia and Vietnam are considered to offer good prospects for diversifying Germany's supply chain and a lot of work needs to be done. ...

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Greg Ip of WSJ points out that DJT's tariffs are not fully understood. DJT did not use tariffs in the way he is doing now in his first term. Today Congress understands that it is a negotiating tactic when the US is at a disadvantage with other nations using non tariff and hidden barriers. Mostly all countries except China will accept the tariffs and it generates $240 billion a year to finance US resurgence. In the past US spent years of negotiating to get agreements with recalcitrant countries like Japan or China or the EU. The US just doesn't have that kind of time when it has lost its manufacturing, its shipbuilding, its shipping and ports. The average tariff under Biden was 3%. It now is about 13.4%. DJT strategy is to simply hit all imports with a 10-15% tariff across the board as price for access to the US market and for its defense and military protection- this means EU, Japan, South Korea,Taiwan, India cannot retaliate.  ...

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China's strategy for climate change action makes allowance for the need for coal as base energy, and insurance to prevent factory shutdowns from shortfalls of hydroelectric energy in drought seasons. It planned 80GW in 2024 for new coal powered plant construction. 

What should the US do? DJT and Republicans including North Dakota Governor Borghum say the US should also make some room for this in transition policy. DJT calls it "drill baby drill." Yet it is more nuanced than that, it means US will produce natural gas to supply Europe and keep gas and electricity prices down as a cost of living action. DJT knows industry has already put in plans for renewable energy production, it just won't be accelerated in ways that won't let the US economy grow. This is the rational for Alaska oil and gas and rare minerals policies shown alongside this article.

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China's state owned China National Nuclear Power is planning a Shanghai IPO that will help finance $27 billion in investments for 5 nuclear power projects. Chinese law states that only 20% of equity needs to be raised for power projects, which means China National Nuclear needs to raise $5.4 billion for the projects in Fujian, Zhejiang, Hainan, and Jiangsu provinces. China's State Council, the country's cabinet, has approved the 2020 nuclear-safety strategy and inspections have been completed on existing nuclear reactors. This gives the go ahead for the reactivation of nuclear power development after the Fukushima accident in Japan. With the move away from coal in China's electricity supplies, nuclear power is expected to play a bigger role. It has 14 nuclear power plants in operation, producing 11.8 gigawatts, with plans to expand this to 40 gigawatts by 2015 and 60-70 gigawatts by 2020.

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Competition in the Chinese market between Coca Cola and pepsi is shifting from the traditional carbonated beverages to juices, teas and non-carbonated drinks. Pepsi sells pulp based juiced under the name Tropicana Pulp Sacs, and Coca Cola has Minute Maid Pulpy. The Chinese governmet has discouraged acquisitions, and did not approve Coke's $2.4 billion acquisition of fruit juice manufacturer China Huiyuan Juice Group Ltd. Growth has to be maintained by investing and developing their own products for local tastes and culture. Both Pepsi and Coca Cola plan increased investments in China. Pepsi has 27 plants, five farms, and over 20,000 employees in China and expects to double the number of employees by 2015. Pepsi executives say Pepsi is following a"seed to shelf" approach in China, growing food on farms and developing teas and snacks for local tastes. In China Pepsi has a Lay line of chips with cool-cucumber flavors and Cao Ben le line of drinks based on Yin and Yang, cooling and warming. Pepsi's 13% growth in snack volume and 10% growth in beverage volume for its Asian, Middle East and Africa operations are mainly because of this growth in China and India. By contrast soft drink sales have declined for 5 years in the USA and come under criticism because of high levels of obesity in the USA. Pepsi's strategy is to move further into the interior of China, further west according to Pepsi executives. It plans to invest $2.5 billion in about 12 new food and beverage plants in the interior of China to be built over 3 years. Coke announced a $2 billion investment in late 2009, and is a lead sponsor for the Shanghai Expo. ...

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Softbank, Japan's leading search engine company, has a 34% stake in Alibaba. It also persuaded Alibaba's founder Jack Ma to start e-commerce site Taobao. Softbank will start a service in 2010 which connects Taobao to its Tahoo portal in Japan. Softbank owns a 35% stake in Oak Pacific Interactive which owns the popular social networking and game playing sites RenRen and Kaixin.com. Softbank's strategy in China is to concentrate on e-commerce, local social networking sites and online games. This avoids hitting a wall of government censorship which has hampered progres in China for Google and a number of other sites. Other steps taken by Softbank's founder are to work with respected local partners. Jack Ma sits on Softbank's board and Son sits on Alibaba's board. Softbank sees its mobile business connected to internet growth because mobile users are increasingly using the internet, and Softbank is a mobile carrier.

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Toyota is reducing its dependence on the US market by growing in China, Russia and the Miidle East and with plans for growth in India with a lowcost car. The market in China and Russia has grown by 40% for example and this should mean there is room for overall global growth even with the slowdown in the US. In China Toyota is falling short of demand as its consistently underestimated the growth in the market. When Toyota thought the Chinese market would hit 8 million vehicles by mid 2007 it actually hit 8.5 million. So in many countries like China, Russia and the Middle East and India Toyota may be scrambling to meet demand in the future which suggests that in the long term Toyota may be less affected by the ups and downs in the US market. The US manufacturers like GM are following a similiar strategy. Competing with Toyota overseas the US makers have none ofthe liabilities they face in the US market, years of sloppy service and image, pension and health liabilities, union rules and restrictions, and they are moving some of the best technology and design into overseas markets so the competition there should be on more even ground....

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Questions about Wagoner's leadrship at GM especially decisions like not changing the product mix fast enough. With Toyota and Ford also unable to anticipate changes in the product mix and only Honda somewhat better off inproduct mix Wagoner continues to get support from the Board and elsewhere. He wins points on his overseas strategy of building up sales in China, Brazil and other places. But GM's stock is hurting at a 53 year low and about $10 a share.

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David Brooks say this is one of the periodic crises of faith America has faced. Its the rise of China. and its not the economic growth rate. Its the deeper spiritual issue that is troubling. The vigor that once was characteristic of the US, the optimism for the future, and the belief that the country is headed in the right direction, these are the things that stand in marked contrast between China and the USA today. 86% of Chinese people believe tht their country is headed in the right direction compared to 37% of Americans. Only one third of Americans believe that the next society changing innovation will occur here , while a majority of Chinese feel confident that it will happen in China. The results are from aNewsweek-Intel survey called the Global Innovation Survey. Brooks says America needs to slow down consumption and reward production, building things and innovative ways. And leaders must make the long term narrative of America's story convincing. See the link to Michael Porter's essay in Business Week on a strategy for America in the October 30, 2008 issue of Business Week, that Brooks cites as a way forward....

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Francesca Doner's interview with Jean-Marc Duvoisin, CEO of Nestle Nespresso SA. Duvoisin was CEO of Nestle SA in Mexico before becoming chief of Human Resources for Nestle. He now heads Nespresso. Here he responds to questions about the competition from other companies such as Swiss supermarket Migros, which makes the coffee pods for Nespresso machines. Duvoisin says the competition is not affecting Nespresso sales and he sees the consumer insights from selling direct to the consumer as invaluable to Nestle. Nespresso's next challenge is markets in the U.S., China and emerging markets. He sees the shift from tea to coffee in China as a very gradual one. Nestle's focus is on making the coffee experience good for consumers so that they stay with Nestle for a long time. Strategy in the U.S. will focus on the long cup of coffee with milk and not on the espresso. This he sees as a more feminine experience, more relaxed and smoother. TV spots in the U.S. feature actress Penelope Cruz.

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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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Adam Parker, chief equity strategist of Morgan Stanley, sees the Standard and Poor's 500 stock index ending 2012 at 1167. Garry Evans, global head of equity strategy at HSBC, sees the S&P 500 stock index ending 2012 at 1190. This is down from the end of 2011 level of 1257. David Kostin, top equity strategist at Goldman Sachs, sees the S&P at 1250 at the end of 2012. Parker, Evans and Kostin, share concerns about the macroeconomic environment and Europe. Parker also sees weakness in bank earnings contributing to this level in the S&P 500 stock index. Parker view global macroeconomic factors determining 50% of the outcome, with weaknesses not only in Europe but also in China. His predictions for S&P earnings per share are at about $100 for 2012 and $103 for 2013.

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China's zero Covid strategy is being tested with a huge lockdown in Shanghai in March 2022. The price of the zero Covid policy is significant for China's economy and people.

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How Renault- Nissan execute plan to build low cost cars for markets in Eastern Europe, Russia, Brazil, Mexico, North Africa and India, China. A new plant with initial capacity of 200,000 Logan type small cars to open in Tangiers, Morocco. Plants already operate in Brazil, Columbia, Mexico and Russia for Logan type vehicles. The Logan small car at $7500 is still a middle class car in countries like India so Renault is talking to Bajaj Auto of India,a maker of motorbikes and scooters, about making a $3000 car. The scenario that large automakers are looking at is one in which makers of small cars in India like Tata and Cherry in China master the art of making small cars with lower cost components and good quality and then move upscale using this expertise to underprice them in their segments like Toyota and Honda have done. Renault moved into the low cost segment in Sept 2004 with the Logan made in Romania, so its moving quickly in this segment and it is becomin a key part of Renault-nissan's global strategy. Note that Logan sales are about 400,000 but only 50,000 of these sold in France and Germany relatively small sales in Western Europe. ...

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Differences between Mr. Suzuki, CEO of Seven and i Holdings, the parent company of 7-Eleven and investor Daniel Loeb of Third Point LLC, on the right strategy for the company. Loeb favors focussing on the 58,000 7-Eleven convenience stores in N. America, China and Japan. Suzuki had expanded by making acquisitions and kept a money losing Ito Yokado retail chain in Japan. Following a boardroom fight Loeb wins and Suzuki who ran the company since 1992 resigns. Ito Yokado ran the Japanese 7-Eleven chain till it acquired the U.S. 7-Eleven in 1991. A new corporate governance code setup by the administration of prime minister Shinzo Abe, calls for more outside directors to be appointed to Boards, and greater attention to interests of shareholders. This is seen as a test of the new corporate governance rules. Akira Kiyota, CEO of the company running the Tokyo Stock exchange sees it as a positive step.

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The competing visions of Li Shufu of Geely, Volvo's new Chinese owner, and that of Stefan Jaccoby, CEO of Volvo. Volvo is known for a family friendly car with fuel efficiency and safety. Geely's vision for Volvo is a luxury car that will compete with Mercedes S class and the BMW 7 Series, and Lexus in the Chinese upscale market. The problem is that China is less than 10% of Volvo's worldwide market and Jaccoby wants to keep these customers who buy the Volvo as an understated family friendly car that emphasizes safety and fuel efficiency. Geely executives are moving in another direction and are focussing on the fast growing market for luxury cars in China. This segment is dominated by Mercedes, BMW and Lexus, who sell 90% of the cars in this segment. Such a strategy would depend on gaining acceptance in this segment, which is highly uncertain. It also risks alienating customers around the world who look at Volvo in a certain way, just as Subaru owners in the U.S. look at Subaru in a certain way. The culture clash is also reflected in the backgrounds of the two executives. Jaccoby, is quiet in manner, studied at the University of Cologne, and worked at VW before joining Volvo. Li Shufu is a son of former farmers who built Geely from humble beginnings in a rural area of China. Li wanted to move aggressively and build three plants in China. Jaccoby persuaded Li to make plans for one plant and make agradual expansion. The design of a new Volvo shown recently in Shanghai also represents a compromise. The design is called Concept Universe and gives a larger and different look for the Volvo....