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Even as General Motors consider further cuts critcs point out that the company's 76,000 white collar employees deliver subpar performance, middle and upper managers are still in leadership roles even with poor performance, and under Wagoner little has been done to make it an effective force for the company, especially with layers and layers of management actually hurting when things need to be done quickly in many areas. Major decisions have not beenmade regarding the brands and GM management has chosen to just keep most of the brands just as they had existed before without putting them under some new arrangement and taking out some brands. And through all this the Board of General Motors continues to live with the status quo even with the stock going below $10.

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The Bureau of National Labor Statistics in China says China's GDP growth for 4th quarter 2008 was 6.8%. Private economists expect growth to slow to something like 5% in 2009 as the full brunt of the housing downturn and the drop in exports manufacturing is felt this year. Housing and exports were the two engines that helped China to reach 12-13% growth rates for 2007 and 2008. 2008 was also the year of the Olympics, and it now appears that by excessive growth and production capacity in many industries and increasing exports China may have created severe imbalances in the world economy. One way this happened is through the huge and ever increasing trade deficits with the US. By reinvesting the money in US Treasurys, China made a huge wave of liquidity and cheap credit possible in the US creating a bubble economy. The other is through the inflated demand in commodities like oil from the Middle East and countries like Russia, and demand for iron ore and other metal commodities from places like Brazil and Australia. This put upward pressure on the prices of commodities, creating a bubble in the price of oil. With the bursting of these bubbles the economies of Russia, Brazil and Australia and other countries are in a deep nosedive. The effects have operated in myriad ways, including a circular effect of the bursting of the credit bubble in the US leading to a collapse of demand in the US market for Chinese goods. In turn the collapse in demand for German and Japanese goods in China with declining demand, as the effects moved through the channels of the international trading system. The decline in Chinese demand also affects the US ability to make a export driven recovery....

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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Yoshimi Inaba, who now heads the North American operations of Toyota, thinks Toyota became complacent and lost touch with the customer. He says Akio Toyoda, the new CEO, wants to put some "passion" back in the company, and to see local executives speed up the decisionmaking at the company.

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Akio Toyoda and Yoshimi Inaba answer unrelenting questioning by a Congressional panel. Toyoda reafffirms the principles his grandfather stood for in building Toyota. A rare comment by former Toyota executive Jim Press throws light on the struggle going on inside Toyota betweeen the Toyoda family and career managers from the previous two CEO's. Jim Press said that the company was hijacked some years ago by anti family financially oriented pirates as he called the two previous CEO's Okuda and others working for them. And he added these managers lacked the character to preserve the company legacy.

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

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The Journal profiles the small company of Dell'Orco & Villani in Prato, in the Tuscany region of Italy, in the context of the eurozone financial crisis in Greece, Italy and Spain. The Italian economy is dominated by such companies that have remained small and decided not to grow because of the difficulties facing them in the form of red tape, the slowness of courts in enforcing contracts, and labor laws that make it harder to hire employees and retrench in a recession. Today Italy's economy is only 3% larger than 10 years ago. Companies with less than 20 workers dominate the economies of southern European countries, employing 60% of the workforce in Italy and Greece, and half the workforce in Spain and Portugal. This compares with 30% in Germany and 20% in the U.S., according to the O.E.C.D. Businesses face an average of 258 days to get permits to open a new warehouse in Italy, compared to 26 in the U.S., according to the World Bank. Enforcing a contract in court could take as long as 1210 days in Italy compared to 300 days in France and the U.S. Italy's postwar economic recovery was based on these small firms around cities like Turin, or textile locations such as Prato. But building economies of scale has eluded these firms, and businessman from that period such as the elder Dell'Orco are content with remaining small. The Dell'Orco family firm makes machines that recycle plastics, rubber and other junk into fibers that can be used for carpets or clothing. The firm has trouble making a decision to hire a new younger worker to do work after four older workers retired. The company makes the machine that only does the first stage of the processing, referring customers to another firm in Prato for the second machine. Most decisions including a tiny showroom are made in excruciatingly slow fashion because they go through the family patriarch, the 91 year old founder. The son and granddaughter defer to him in all decisions. An unsold machine costing 400,000 euros sits in the factory after one buyer decided to delay the purchase, making it risky to grow. During the pre-euro period of the last two decades Italian businesses could take advantage of the regular devaluations of the lira to price below their competitors in Germany and other countries. During the last two decades competition from emerging market economies S.Korea, China and India have added to problems competing in global markets, without the advantages of scale. The inability to hire younger workers hurts unemployment for the young- youth unemployment in Italy is 29% in 2011....

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Russian president Putin tells the Italian newspaper Corriere Della Sera, before his visit to Italy, that the failure to carry out the agreement of Feb. 2015 called Minsk II- following the eruption in fighting at Debaltseve and Mariupol in eastern Ukraine- is because of the Poroshenko government in Kiev. He called on the U.S. and Europe to pressure the government in Kiev. The Ukrainian position is that the local elections cannot move forward until pro-Russian fighters and weapons are withdrawn, and the control of the border with Russia is given back to Ukraine. As western sanctions on Russia over intervention in Ukraine are coming up for renewal at a meeting of the G-7, Putin said he was committed to the Minsk II agreement for autonomy to be given to the region of the Luhatsk and Donetsk republics, which were established in the east with Russian assistance. Putin told the newspaper in an interview: "The document we agreed upon in Minsk, called Minsk II, is the best agreement and perhaps the only unequivocal solution to this problem. We would never have agreed upon it if we had not considered it to be right, just and feasible. On our part, we take every effort, and will continue to do so, in order to influence the authorites of the unrecognized, self-proclaimed Donetsk and Luhansk republics. But not everything depends on us. Our European and U.S. partners should exert influence on the current Kiev administration, We do not have the power, as Europe and the U.S. do, to convince Kiev to carry out everything that was agreed on in Minsk." That the two sides are far apart on issues is shown by Ukraine president Poroshenko's position that for an election to take place for implementing decentralization in the eastern region of Donetsk and Luhansk - "It is impossible to provide the election when the bandits and terrorists with guns are on the street. This is not free and not fair." Putin's position is that " Specifically there needs to be a constitutional reform to ensure the autonomous rights of the unrecognized republics. The Kiev authorites do not want to call it autonomy- they prefer different terms, such as decentralization. Our European partners, those very partners who wrote the corresponding clause in the Minsk agreements, explained what should be understood as decentralization. It gives them the right to speak their language, to have their own cultural identity and engage in cross-border trade- nothing special beyond the civilized understanding of ethnic minorities' rights in any European country." ...

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Toyota plans to spend about $14 billion on new plant and equipment investment in the coming fiscal year through March, higher than the $12 billion that was expected. This is slightly higher than the amount invested last year. General Motors plans to invest $8.7 billion in the coming fiscal year through December. GM's sales 9.2 million vehicles in 2005, Toyota's 7.97 million vehicles through March 2006, expects to sell 8.45 million vehicles in 2006 fiscal year.

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A challenging year for Toyota.

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Toyota's Tundra plant in Texas looks to have come in at the wrong time. Its operating well below capacity and its hurting margins. Toyota sales in North America will decline by 188,000 according to forecasts for fiscal year ending March 2009.

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An poorly timed bet on the Tundra plant in Texas backfires on Toyota leading to sales and profit decline. A 28% decline in profit in the 1st quarter 2008. The $1 billion Texas plant that opened in 2006 is operating well below capacity as the bottom is falling off the large SUV market.

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Whoever she is , she got guts to say S&P was doing the right thing to give A+ ratings to subprime securities. But thats the argument that she tries to foist on readers in the face of all the facts that have appeared in the Journal, New York Times and in McGraw Hill publications like Business Week. Readers did not buy it at all and were quite cynical about this PR effort. See reader comments in the WSJ Sept 5, 2007.

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Apple faces large hurdles in China with models made locally by Huawei and other Chinese companies that offer similar features at a price about one third less. Chinese buyers are also looking for products that are made locally by Chinese companies. As a result Apple's market share in China has declined from 9% in 2015 to 7% in 2016. The future for Apple does not look bright apart from a core group of Apple fans that look for new product launches every year. Social media comments cited here show the comments about the iPhone 7 that say buyers should not pay $159 for Air Pods, the cordless earbuds. With the economic situation changing buyers are careful to pay so much for the iPhone 7, when it looks so much like the iPhone 6. In India Apple iPhone price are much higher and remain a significant hurdle for price conscious buyers.

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Mexican president Nieto's poll numbers are at all time low of 24%, according to Reforma newspaper. He took office in late 2012 and has been hurt by human rights scandal of the murder of 43 students in the state of Guerrero, corruption issues, and failure to improve the economy. The invitation to Trump to visit Mexico left even people close to the president surprised, and was criticized widely inside Mexico. It is not clear what Trump or Nieto gained from the trip. As Trump continued his talk about building a wall on the Mexican border and having Mexico pay for the estimated $23 billion it would cost. He did this in a speech to supporters in Pheonix on the same day he met Nieto, showing the use of teleprompters and prepared script was not his way of campaigning. Just as the message to black people that Democrats take them for granted cannot resonate without the basic message delivered with compassion and understanding- such as done by the presidents Bush and Reagan- so also the message to Hispanic people is suffering from the same lack of empathy. Recent polls show only 3% of blacks support Trump. McCain and Romney gained only 4-6% in the U.S. presidential elections of 2008 and 2012. The message of the wall is also baffling as an election strategy. A Gallup poll in July 2016 shows only 15% of Americans opposing a pathway to citizenship for illegal immigrants, and only 24% of Republicans. There is another problem in the strategy. The rhetoric about walls and mass deportations, and the Trump temperament combined with handling of nuclear weapons is not winning college educated women in the suburbs with polls showing Trump lagging behind Clinton by about 20 points or 4 million voters with this group. It is hard to undo the damage done by this kind of rhetoric used in the primary elections as it gains distrust of voters. It would require a bad economy with illegal immigrants taking local jobs, and handling of immigration seen as weak, for such a message to gain some national traction. Both are absent for the most part with a steadily improving economy since 2012, lower unemployment, a tough enforcement policy on deportatons under Obama that exceeded that under Geoge W. Bush, and the talk of a wall comes with illegal immigration having declined steeply since the 2008 financial crisis. The real culprit appears to be elsewhere, the triple hit taken from hollowing out of the manufacturing economy that hurt the Conservatives in Canada, the insecurity created for older whites from the job losses and hits to net worth from the 2008-2009 financial crisis, and the increasing loss of access to health care and educational opportunities with high  costs. About 62 million households or the bottom half of the distribution in the U.S. have a net worth of about $10,000, a quarter of this group having zero net worth, according to the Federal Reserve's Janet Yellen at an Inequality Conference in Oct 2014. Problems no wall is going to solve, problems that built up over 2 decades, problems that will take a generation to fix.  It shows the tech miracle of the last 2 decades as a mirage for quality of life of the middle and working class. Tech as a tool to a goal, not a goal in itself, is the better way forward. ...