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Jet Blue came to Boston in 2004. At the time it had one gate and 30 employees at Boston's Logan International Airport. The airline now has 2300 workers and 17 gates in Jan 2012. It now has 104 nonstop daily flights to 44 locations in the U.S. and Caribbean, with plans to reach 150 flights by 2015. As American and Delta pulled back to focus on their main hubs, Jet Blue expanded quickly. It started as an airline for vacation travellers, but soon attracted business passengers for the cheaper cost of flights, especially for cost conscious travellers after the recession hit in 2008. Jet Blue also offered better service and more leg room for business passengers. Jet Blue's CEO, Dave Barger, says 30% of traffic into and out of Logan now is for business travel.

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Stalling coal production creates a crisis in India. The power industry is increasingly relying on imported coal.

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As appliance maker Fagor goes into bankruptcy with $1.16 billion in debt during Spain's long downturn, 1800 workers lose their jobs. Unemployment in the Basque town of Mondragon in northern Spain where Fagor is located, is up from 15% to 22%. Fagor was founded in 1955 and sold refrigerators, washing machines and televisions. Sales were 14 billion euros in 2012. An injection of 300 million euros from other members of the Mondragon co-op network and 80 million euros from workers failed to prevent the factories from closing. Decisions for international expansion with the acquisition of a French appliance maker created problems for Fagor because of the long economic downturn in the home base. Failure to move jobs to emerging markets with lower costs hurt Fagor, as Whirlpool and Electrolux moved jobs to China and other developing countries. Fagor's unique co-op structure of worker ownership made it difficult to move jobs outside Spain and France, and issuing new shares for capital is not possible under the co-op structure. ...

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Light in our galaxy The Milky Way travels at a speed of 300,000 kilometres a second so that light from the moon reaches us in less than 2 seconds. There are other distances we cannot even comprehend such as it taking thousands years for light to travel from distant stars in the Milky Way to earth. And even these distant stars have contributed to life on earth say scientists. During this strange pandemic where virus can mutate and can infect 18 million in the U.S. alone and about which so little is known, this idea of the planets and stars and time puts everything in perspective. Here DW.com talks to a British astronomer who studied at University College, London and Imperial College. Giles Sparrow is the author of "The History of the Universe in 21 Stars." Giles Sparrow tells us there are 200 billion stars, think of that for a moment!  Sparrow says 61 Cygni is an obscure star in the constellation of a swan. Astronomers with today's telescopes, itself something recent, have figured out the distance. Why are stars not shifting their positions as the earth moves around the sun? The reason is that stars are so far away we can only imagine these distances, or maybe not even able to imagine. ...

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The increase in natural gas supplies from shale in the U.S. is dampening the interest of energy companies in the development of nuclear reactors. It is also changing the whole trajectory for energy sources in the U.S. The Energy Information Administration's forecasts for new additions of power generation capacity 2010-2035 show that natural gas will be the dominant source with 58.1%, nuclear is only 4%. Wind is 13% and other renewables including solar is 16%, giving renewables about 29%. Coal and fossil fuels are at 8% and hydropower 1.6%. This is a major development in the energy industry, for the U.S. efforts to reduce dependence on imported energy supplies.

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Johnson Controls offered $1.25 billion for Visteon's auto interiors and electronics businesses. Visteon is reorganizing under Chapter 11 protection. Johnson Controls CEO, Roell, says the combined operations would give global scale and complementary capabilities. For Johnson Controls there are particular advantages to combining the Visteon operations in China with its own operations there, resulting in scale and combined revenues for China of $7 billion. Johnson Controls says Visteon's main customer and joint venture partner support the acquisition.

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Its time for trains says Stuart Braun in DW.com, with all the flight cancellations and hardships of plane travel these days. Don't forget he says that trains make up only a tiny 0.4% of the total transport carbon emissions in European Union- planes produce 10 times that- and provide a better alternative to flying. 

Right now only 7% of passenger transport is by train. A lot needs to be done including making travel seamless across Europe. Banning short haul flights is one way. High speed trains connecting all European cities is another. The 150 busiest flight routes across Europe can be done by trains. Studies show 81 million passengers could shift to trains with high speed rail connections making the time comparable to flying including airport travel and waiting time. Train companies and infrastructure is too nationalistic to meet the challenge of climate change and action is needed immediately.

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This NYT report looks at the 20 counties within 5 battleground states in the midwestern states of Wisconsin, Michigan, eastern state of Pennsylvania, southern state of North Carolina and western state of Arizona. It shows the percentage of votes gained by the Republican and Democratic parties in the last 3 presidential elections. A look at the trend and direction of vote percentages gained by each party in each of the 20 counties in different states may be a better indication of the final result than polls alone as both parties are pushing hard in the 2020 election down to the last day. The Republicans strong in the ground game and organized effort, and Democrats in television advertising outspending the Republicans. Because of the clearly delineated positions the Democrats and Republicans stand in sharp contrast to each other both in image and substance.  Because of the Electoral College and states assigned electoral votes based on size the U.S. system is not based on the total vote count in the country. Who wins each state by vote count and gets the assigned electoral college votes assigned to that state, an builds up more than 270 Electoral College votes wins the election for president of the USA.  In Michigan there is the impact of the resurgence of the auto industry, with president Trump pulling out of TPP agreement and renegotiating NAFTA in favor of the U.S. auto industry bringing back jobs from Mexico. This puts the union vote in the auto industry- with Ford, GM and Chrysler located in Michigan- favoring these auto friendly policies from the current administration. The resilience of the auto industry sales during coronavirus is part of the economic story in Michigan. The renegotiated NAFTA treaty also helped dairy farmers of Wisconsin increase sales to Canada. In Pennsylvania the coronavirus and economic impact has hit harder than in Michigan with the decline in oil prices and effect on fracking industry. Closure of coal plants is also having a negative impact on the state. Tariffs on Chinese steel by the administration are helping the steel industry. Offsetting these economic stories is perception of how the coronavirus pandemic has been tackled by the administration. Added to this is the suburban women's vote and the shift of out of state liberal voters to suburbs in North Carolina (Wake county), and in Arizona (Maricopa county and Tucson area). States not covered here but also relevant are Minnesota which could be a battleground state in the midwest and Iowa. Racial protests in Minneapolis add another dimension with controversies about the policing in cities such as Minneapolis and recently Philadelphia. The sharp contrasts in image as well as policy, the coronavirus pandemic and the handling of the pandemic as well as the way rallies are being conducted differently by both candidates, and the economic stories, present an election like no other since the 1960's. The contrast is as sharp as between Gen. Dwight Eisenhower of the wartime allied effort and Adlai Stevenson a liberal and humanist in the 1952 election. That election saw some of the highest turnouts since the second world war, and this is now happening today. That election also determined the direction of postwar growth and dominance of American industry, the setting up of the National Highway system and important changes that were later continued under the Kennedy administration. It also marked the beginning of the Cold War following the Korean War under the Truman administration, a situation that is emerging in a different way today with the free world and the tension from relations with China. ...

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Dennis Muilenburg succeeds Jim McNerney as CEO of Boeing in July 2015. He is former head of Boeing's defense and space business. Muilenburg's challenges include reducing costs on the 787 Dreamliner, and adapting its defense business to the situation of cuts in U.S. defense spending for reducing the deficit. Muilenburg was made president and COO in Dec. 2013.

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How many jobs will leak out for the fiscal stimulus if a lot of them, like 40% of manufacturing ouput in the US consisting of imported goods, are jobs created in China and Europe or other countries that make the parts for the wind energy and the solar energy products made in the USA? There will be domestic content rules but the international economy is better off if some of the jobs that result from a USA stimulus are offset by the jobs created here from the stimulus packages of Europe, China and other countries. China's infrastructure spending would lead to jobs in the US making some of the infastructure equipment that is exported or in the case of India the nuclear plants equipment that is exported.

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Its clear from the task force's rejection of the plan GM submitted in March 2009, that the restructuring at GM was moving too slowly, too many brands, too many dealerships, no clear idea of what the new GM should look like. And a wistful look back to the past that clouded every decision. Wagoner and his team could not leave the old GM behind and clung onto too many brands, plants, dealerships, and sales numbers that were too optimistic at every turn of the economy, even as they were lowered. The task force said GM was "far too slow" to adapt and that "a substantially mmore aggressive restructuring plan" was required. That GM was just a year ago 2008 about this time still thinking in terms of sales numbers that would match Toyota's, as the largest carmaker in the world, shows how this wistful looking back at the past may have blinded GM to all the potentially dangerous bets that it was making, wihtout realizing it. Bets that the huge gap between the US carmakers and the Japanese and the Europeans in fuel efficiency and the technologies that went with it, would not someday come to hurt GM. Bets that the numbers game could be played without huge risks, that incentives related sales couild simply be inflating the market now with bigger risks ahead. That simply relying on sales revenue to support unsustainable retiree and union costs would be another dangerous bet on unsustainable sales numbers of a16 million market. The other large industrialized societies were seeing shrinking car sales, Japan, Germany, are prime examples, where sales are nowhere what they were at the peak in the postwar recovery of these industrialized countries. See the links/groups to these two countries car markets. Had GM considered the prospect of similiar declines in the US? Even if the car sales had remained at levels much lower than 16 million without the consumer buying spree and incentives, the market would be shrinking, the sales inflation simply made the sales fall that much steeper, hitting the 40% range. ...

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How their strains in the the the Toyota manufacturing system and how Toyota's quality is not what it once was. Its image as a environment conscious company is also suffereing with its attempt to stall new fuel economy legislation in Congress like th Big Three American companies. And new hybrid engines are being introduced in joint development between Mercedes, BMW and GM so the novelty of Toyota hybrid may just wear out. And competitors from Germany and the US are now working harder to reduce Toyota's advantage by producing quality cars. As styling design and creative innovation has not been Toyota's strong point the Americans and the Germans have an opportunity to come up with something new. Even the incentives Toyota has to offer to sell its cars have now come up to what the Gm, Ford and Chrysler had to offer. According to CNW Marketing Research Toyota's dealer incentives have almost tripled in the last 3 years to an average of $3752 per vehicle. This is not a good sign. And we may have reached a point where the difference in quality between the GM Malibu and the Honda Accord from the Toyota Camry may really not be that much. No surprise that this is shaking up Toyota. The "Customer First Initiative" in response to quality issues and recalls is to have more power put into the hands of the chief engineer for any product launch to ensure quality problems are addressed early. And the dealers have EN2 (everything matters exponentially to address quality issues at the dealer level. And there aren't enough sensei or teachers of the Toyota Production System to meet the rapid growth of plants and the Global Production Centre was designed to meet this need by training teachers in an accelerated way in Japan. But there is a sense that a lot of the old Toyota magic may be fading just as Toyota reached te peak of its popularity sometime last year or 2005. Not because Toyota hasn't made the effort but because the whole dynamics of the car industry keep changing and Germans and the Americans are also pushing harder nowadays....

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The 4.7 billion euro loss at German steelmaker ThyssenKrupp for the fiscal year ending in Sept. 2012. The loss stems mainly from management's bet on a large project to make steel slabs in Brazil and ship it to a plant in the U.S. state of Alabama for finished product of high-grade sheets. The project suffered delays and by the time the Brazilian plant was running in 2010, the strength of the real Brazil's currency and higher wage costs had affected the economics of the plan. Steel demand also slowed in the U.S. The plants which required an investment of 12 billion euros now have a book value of 3.9 billion euros. Thyssen bet too much on one project and it failed. Three management board members who had oversight over the compliance, steel and building technology areas had their contracts terminated, and a new CEO was appointed in 2011. Heinrich Hiesinger, a manager from Siemens AG is the new CEO. ThyssenKrupp's image has been sullied by reports of price fixing of rail tracks and scandals involving the communications head for foreign railroad contracts. Hiesinger says "until recently there has been an understanding of leadership in which old-boy networks and blind loyalty were often more important than the success of the company." He faces a difficult challenge of changing the corporate culture and developing a new strategy. His plans are to turn ThyssenKrupp into a high-tech engineering business by selling the steel mills in Brazil and Alabama, and the stainless steel division to Finiish company Outokumpu Oyj. This will shrink steel from 41% of sales to 30%. To implement this strategy Hiesinger needs a capital increase. This runs into problems as the Krupps Foundation headed by Berthold Beitz, which controls 25% of the stock, does not want to see its influence diluted. Other problems include the role of Gerhard Cromme, head of the supervisory board, which failed in oversight over the failed project. Cromme is also the head of the supervisory board at Siemens AG. At Siemens he helped a company cleanup after a bribery scandal and brought in new management. He also headed the Cromme Commission on corporate governance code for German business, which makes the current corruption allegations embarrassing for Cromme....

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The components in the 6.1% drop in GDP for 1st quarter 2009, from the prior quarter. See the all important graph that shows how things in the breakdown look, and how the economy is behaving, and how it might behave in the future. What is the impact of a10% drop in world trade? For the US which was abig importer, the last 2 quarters saw a shift in consumer buying habits, as economy became the norm, and frugality was in. Imports drop by 6.05%. But exports drop too, with fewer purchases of products the USA makes. THis drop was 4.06%. Consumer spending collapsed in the 4th quarter of 2008. A rebound ocurred in the 1st quarter 2009, as consumer confidence improved as aresult of strong government intervention through the $787 billion stimulus bill, and the new budget that funded priorities in health, education and energy, and supported local governments spending. Consumer spending went up by 1.5%. Residential investment went down by close to the same amount - 1.36%. What was happening in manufacturing capacity utilization. This dropped as inventories were run down, and the change in inventories was a drop of 2.79%. The feeling here is that as inventories were run down there is now the prospect of increasing production and capacity utilization. But unemployment and job losses are not figured into this, and the unknown impact of the new frugaility of the American consumer as it sets in in earnest. If consumer spending remains sluggish, then there is less prospect for increasing capacity utilization. Manufacturing capacity will either be reduced as plants close as in the auto industry, or it will remain unused. And the prospect of exports picking up the slack is remote. This gets one to the crux of the matter which is declining investment in buildings, and equipment. As businesses pull back and lay off employees, a process that will continue for many quarters into 2010 and beyond, with credit tight and demand sluggish at best, the prospect here is of large contribution to negative GDP numbers in the future. For 2009 1st quarter the decline in nonresidential investment was 4.68%, the largest component and the decisive part impacting jobs and production....

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The really small cars like the HOnda FIt and the Toyota Yaris and the GM Aveo are piling up on dealer lots as the price of gasoline drops to $2 a gallon from last summer's $4 a gallon. At February end 2009 Honda had 22191 Fits on dealer lots enough to last 125 days at the current sales rate, and Toyota had enough Yaris subcompacts to last 175 days at the current sales rate, according to Autodata Corp. Chrysler has a 205 day supply of the Dodge Caliber, and GM 427 days of Aveo cars. Honda Civics are also piling up. Price shifts and shifts in consumer attention and buying behaviour makes it difficult to plan ahead. The American carmakers have shifted plants to smaller and midsize cars after seeing the disastrous drop in the sales of larger vehicles in the third and fourth quarters of 2008. Now government policy is to mandate fuel efficiency standards, there is talk of agasoline tax, and even the current numbers shows ashift away from the SUV's and larger vehicles of the past. Ford's sales analyst Pipas says that over the 5 months ending February 2009 sales of small cars totaled 718,000. This was down 28% over the same period in 2008, but small cars grew to 18.4% of the total market, up 2.1 points from the year earlier period. Part of this is that overall the market has declined much more than 28%. This also shows that policy in an industry-government partnership will have to show the way that is best for the US, to ensure that oil prices don't go up the way they did, when consumption at the pump was excesssive and fuel standards lax. This should also be done in a partnership with other countries like China and India to ensure that technologies are available worldwide to reduce fuel consumption and promote fuel efficiency, as keeping consumption per passenger for each mile travelled as low as possible will take pressure off the oil price. It would make automobile transportation feasible for a rapidly urbanizing Asia, and by reducing the pressure on price that urbanization and motorization in Asia would bring, help moderate oil prices for western countries. ...

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India's leading energy official, Anil Swarup, the Coal Secretary, says India has to depend on what is available, with slow progress on nuclear power there is not much else. As India increases its growth rate to 7-8% India will increasingly be dependent on coal. The Modi government plans to double coal production. About 300 million people in India have no access to electricity. The country faces energy shortages in other areas. Even with a push for renewable solar and wind energy, coal is expected to provide 60% of energy needs in India in 2030. One government model shows solar and wind increasing from 6% to 18% by 2030. India points to per capita emissions which are 1.7 for India, 6.2 for China, and 17.6 for the U.S., according to the Carbon Dioxide Information Analysis Center.