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Marco Rubio speaks for the US with profound convictions and long experience in the Florida legislature and the US Senate, and as akey member of the DJT administration. In his speech in Munich at the MSC he recalls his grandparents being from Piedmeont Sardinia in Italy and from Sevilla in Spain. He talks proudly of his Spanish and Italian heritage, of America founded by European settlers. For Europe this is a speech that shows America is profoundly part of Western Civilization that started in Europe. Here are some parts of the speech and Rubio's call for America and Europe to respond strongly to the mistakes in migration and deindustrialization that have hurt the people of Europe and America, with deeply felt negative consequences. "That infamous wall that had cleaved this nation into two came down, and with it an evil empire, and the East and West became one again.  But the euphoria of this triumph led us to a dangerous delusion:  that we had entered, quote, “the end of history;” that every nation would now be a liberal democracy; that the ties formed by trade and by commerce alone would now replace nationhood; that the rules-based global order – an overused term – would now replace the national interest; and that we would now live in a world without borders where everyone became a citizen of the world.  This was a foolish idea that ignored both human nature and it ignored the lessons of over 5,000 years of recorded human history.  And it has cost us dearly.  In this delusion, we embraced a dogmatic vision of free and unfettered trade, even as some nations protected their economies and subsidized their companies to systematically undercut ours – shuttering our plants, resulting in large parts of our societies being deindustrialized, shipping millions of working and middle-class jobs overseas, and handing control of our critical supply chains to both adversaries and rivals.  We increasingly outsourced our sovereignty to international institutions while many nations invested in massive welfare states at the cost of maintaining the ability to defend themselves.  This, even as other countries have invested in the most rapid military buildup in all of human history and have not hesitated to use hard power to pursue their own interests.  To appease a climate cult, we have imposed energy policies on ourselves that are impoverishing our people, even as our competitors exploit oil and coal and natural gas and anything else – not just to power their economies, but to use as leverage against our own.  And in a pursuit of a world without borders, we opened our doors to an unprecedented wave of mass migration that threatens the cohesion of our societies, the continuity of our culture, and the future of our people.  We made these mistakes together, and now, together, we owe it to our people to face those facts and to move forward, to rebuild.  Under President Trump, the United States of America will once again take on the task of renewal and restoration, driven by a vision of a future as proud, as sovereign, and as vital as our civilization’s past.  And while we are prepared, if necessary, to do this alone, it is our preference and it is our hope to do this together with you, our friends here in Europe.  For the United States and Europe, we belong together.  America was founded 250 years ago, but the roots began here on this continent long before.  The man who settled and built the nation of my birth arrived on our shores carrying the memories and the traditions and the Christian faith of their ancestors as a sacred inheritance, an unbreakable link between the old world and the new.  We are part of one civilization – Western civilization.  We are bound to one another by the deepest bonds that nations could share, forged by centuries of shared history, Christian faith, culture, heritage, language, ancestry, and the sacrifices our forefathers made together for the common civilization to which we have fallen heir. And so this is why we Americans may sometimes come off as a little direct and urgent in our counsel.  This is why President Trump demands seriousness and reciprocity from our friends here in Europe.  The reason why, my friends, is because we care deeply.  We care deeply about your future and ours.  And if at times we disagree, our disagreements come from our profound sense of concern about a Europe with which we are connected – not just economically, not just militarily.  We are connected spiritually and we are connected culturally.  We want Europe to be strong.  We believe that Europe must survive, because the two great wars of the last century serve for us as history’s constant reminder that ultimately, our destiny is and will always be intertwined with yours, because we know – (applause) – because we know that the fate of Europe will never be irrelevant to our own.  National security, which this conference is largely about, is not merely series of technical questions – how much we spend on defense or where, how we deploy it, these are important questions.  They are.  But they are not the fundamental one.  The fundamental question we must answer at the outset is what exactly are we defending, because armies do not fight for abstractions.  Armies fight for a people; armies fight for a nation.  Armies fight for a way of life.  And that is what we are defending: a great civilization that has every reason to be proud of its history, confident of its future, and aims to always be the master of its own economic and political destiny. It was here in Europe where the ideas that planted the seeds of liberty that changed the world were born.  It was here in Europe where the world – which gave the world the rule of law, the universities, and the scientific revolution.  It was this continent that produced the genius of Mozart and Beethoven, of Dante and Shakespeare, of Michelangelo and Da Vinci, of the Beatles and the Rolling Stones.  And this is the place where the vaulted ceilings of the Sistine Chapel and the towering spires of the great cathedral in Cologne, they testify not just to the greatness of our past or to a faith in God that inspired these marvels.  They foreshadow the wonders that await us in our future.  But only if we are unapologetic in our heritage and proud of this common inheritance can we together begin the work of envisioning and shaping our economic and our political future. Deindustrialization was not inevitable.  It was a conscious policy choice, a decades-long economic undertaking that stripped our nations of their wealth, of their productive capacity, and of their independence.  And the loss of our supply chain sovereignty was not a function of a prosperous and healthy system of global trade.  It was foolish.  It was a foolish but voluntary transformation of our economy that left us dependent on others for our needs and dangerously vulnerable to crisis. Mass migration is not, was not, isn’t some fringe concern of little consequence.  It was and continues to be a crisis which is transforming and destabilizing societies all across the West.  Together we can reindustrialize our economies and rebuild our capacity to defend our people.  But the work of this new alliance should not be focused just on military cooperation and reclaiming the industries of the past.  It should also be focused on, together, advancing our mutual interests and new frontiers, unshackling our ingenuity, our creativity, and the dynamic spirit to build a new Western century.  Commercial space travel and cutting-edge artificial intelligence; industrial automation and flex manufacturing; creating a Western supply chain for critical minerals not vulnerable to extortion from other powers; and a unified effort to compete for market share in the economies of the Global South.  Together we can not only take back control of our own industries and supply chains – we can prosper in the areas that will define the 21st century." ...

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

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Under VW ownership and management, after 16 years of cooperation and $14 billion in investment, Skoda based in the Czech Republic has become a solid competitor. In 2007 Skoda plans to sell 630,000 cars worldwide and its aiming at sales of 1 million cars by 2010. In 2006 sales increased by about 10% in the European market which has been stagnant and beat Toyota as one of the fastest growing brands. Its a leader in quality surveys in Europe, and was tied with Honda for second place in quality in Britain, according to JD Power ansd Associates. Skoda has huge potential in developing country markets as a quality car at lower prices- prices lower than VW cars. VW bought 30% of Skoda in 1991 and by 2000 gained ownership of the whole company. Skoda has also done well in the design of its cars, the Roomster, the Octavia wagon, and the midsize sedan Superb have all received acclaim for their design. VW is considering making a low cost Skoda car to match Renault's Logan which sells for $7000 as a base model....

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How United is providing flat beds on its business class internation travel planes. Its following Singapore airlines British airways, Virgin, Air New Zealand, Cathay pacific, and South African airways. Delta will follow United with its new 777 aircraft starting next year upon delivery for its business class with 168 degrees reclining). United will have improved carpeting and seat covers and lighting in economy class in the new 777's and international 767s. The business class upgrades will cost hundreds of millions of dollars.

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This is a story of missteps in retailing that can lead to loss of as many jobs as when large automobile plants close-about 65000 jobs in retail at big box store Bed Bath & Beyond in 2019 down to 32,000 by 2022, and with all stores closing in 2023 all jobs lost. Some of these jobs were replaced with the growth of Amazon in online retailing and warehousing shipment, others permanently lost. Jordyn Holman and Lauren Hirsch of the NYT explain how a major retailer collapses into bankruptcy in 2023. This retail chain started in 1971 thrived on its two founder's concept of building a customer base around a store that piled high the volume of merchandise selection for bedsheets, towels, pillows, kitchen appliances, and offered 20% coupons on brand items. It survived the 2009 crisis and by 2012 its stores were up to 1100 from 350 ten years earlier in 2000. This was a result of 4 acquisitions including Buy Buy Baby and Harmon Stores Its collapse is a textbook case of what can happen. Its financial foundations were weakened by a bond offering $1.5 billion, going into the debt market for the first time.   From its success attracting activist investors and the company according to analysts trying to fend them off. The bond offering was the first step to impending disaster. In 2019 three activist investors won a fight to appoint 4 new board members and hire a new CEO Mr. Tritton from Target.  The big change happening just before the pandemic was the complete change of management with the new CEO. Stores that had made the decisions on what merchandise to buy based on location were no longer allowed to do so. Some stores were closed and there were layoffs reducing employee morale. The big change came to the 20% coupons which was the unique feature of the store getting people back into the store. Coupons were cut back as profits declined. The pandemic introduced new elements of surprise. The supply chains were disrupted, and just at that time new management decided to shift to private labels to increase margins and sales. Kitchen Aid was replaced with private labels. As a result of supply chain disruptions the stores could not be stocked leading to customers moving away, a crisis was brewing. At that very time something concealed the crisis from view. The Biden administration checks to support people during the pandemic led to a sudden increase in sales, a one time spurt. Then as suddenly as the spurt months later a complete dropoff in sales. Management closed more stores, suppliers who were not paid demanded to be prepaid leading to stores being only partly stocked. Bed Bath & Beyond collapsed as its coupons were dropped, its stores poorly stocked, no brand merchandise such as Kitchen Aid, and decisions made at the wrong time including the debt load all taking a toll at once. By the end of 2022 bankruptcy loomed. In April 2023 the company declared bankruptcy after failed efforts to raise additional financing. The same changes also hit Best Buy, another big box retailer, which managed the changes to internet buying by shifting sales to the healthcare sector, and continuing to build on it strengths as a retailer of motivated employees with knowledge of the electronic merchandise. It made it right through the pandemic without the changes in management that happened at Bed Bath & Beyond. ...

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How Gazprom and Shell are changing their partnership to develop Sakhalin II: 1. The vanguard in Russian oil projects is Sakhalin II. In 2005 Shell announced the price tag would double to $20 billion. With forbidding terrain and climate and spread over a vast region in Russia's Far East, this is a really big challenge. Who owns what part of this project- Shell has 55% of the partnership in Sakhalin Energy Investment Company, a stake it picked up from Marathon which exited in 2000. Mitsui and Mitsubishi are other partners. Note the arrangement in the original contract which was signed in 1994. Under the 1994 production sharing contract with Shell Russia does not make much money till Sakhalin Energy recovers its costs. Upto that time Sakhalin Energy would pay 6% royalty on revenues. Following this Sakhalin Energy would get 90% of the profits until the project earned a 17.5% return. Taxes are 32%. Because of this arrangement the cost overruns at Sakhalin present a serious problem for the Russian government, as the returns for Russia depend on Sakhalin Energy first recovering the costs. In 2005 Shell agreed to swap 25% of its controlling stake in Sakhalin Energy with Gazprom for 50% of a field in western Siberia. 2. Shell is adapting its strategy in the changing oil picture. Comments by Malcolm Brinded, Shell's executive director for Exploration and Production indicate strategy in the changing global oil picture. Shell sees the importance of engaging with a Russian partner for the long run to make long-term gains with a first-mover advantage. For Shell the real returns would come from other players using Shell's expensive LNG plants and terminals. ...

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Greek yogurt sales have doubled every year since 2006. It is praised by nutritionists for its flavor and protein content. The market leader is Chobani, founded by Hamdi Ulukaya, of Turkish origin, who has dairy plants in Johnston, New York. Chobani's sales were $196 million, as of Oct 3, 2010, having nearly tripled from the prior year. The irony is hat Chobani bought Kraft's yogurt plant to set up this business. Kraft had decided to exit the yogurt business in 2005. Now with sales climbing rapidly, Kraft is back in the business. Kraft has introduced its new Athenos brand Greek yogurt at Wal-Mart stores. General Mills introduced Greek Yoplait yogurt in March 2010. A change in American eating habits is driving this trend, as more people are substituting yogurt for breakfast instead of cereal. Overall yogurt sales are up 7.8% over the past year, according to UBS analyst Palmer. The CEO of Yoplait, General Mills, says there is room for continued growth, as Americans eat yogurt less per person than people in the U.K., Australia or Canada. The No 2 yogurt maker is brand is Fage, which started in a small dairy shop in Athens. Fage began exporting to the US in the 1990's, and set up a dairy plant in New York state. To reach the main demographic for yogurt- health conscious women- this brand advertised in Women's magazines Vogue and Elle, and ran banner ads on the New York Times website, as well as ads on food and wine sites. Fage's sales were up 50% by Oct 3, 2010, and reached $123 million in the US market....

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Prof. Cusumano of MIT, says that with the loss of Apple's Steve Jobs, the company has lost a great visionary, and it will be difficult for Apple's new CEO Time Cook to make up for this loss. Cusumano has talked to many Apple employees in 2013-2014, and is writing a book on innovation. In this piece Chen and Richtel point out the ways Tim Cook is trying to fill the role Jobs filled, by assembling a group of people within the company who can play the pioneering role for new products, and making new acquisitions such as the Beats acquisition to bring in outside talent. Cook pushed for the introduction of the iPad Air, which now accounts for 60% of all iPad sales. The constant push for the magic in new products that Steve Jobs obsessed with down to details, will be missing. Jobs met daily with design chief Jonathan Ive for lunch at the Cupertino headquarters. Cook meets Ive 3 times a week. And Jobs pulled all the pieces of the new product together in a way that others will have difficulty doing. Cook has brought a different dimension to leadership at Apple by talking about Apple in terms of "advancing humanity," talking about his own personal experiences in the South, and seeing racial discrimination barriers for minorities. He was challenged recently to address issues of working conditions at Apple supplier factories in China. Cook is bringing some manufacturing back to the U.S. with building of new plants in Arizona and Texas. These are areas which were gaps in Jobs record, which Cook is filling gradually, and asking shareholders, customers, to be patient....

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Smaller companies are being squeezed by rapidly escalating costs as costs are going up as fast as oil prices, and face tighter emissions rules in Alberta's oil sands projects. Some projects now cost 2 to 3 times the original projections and there is a severe labor shortage. Even the big players will find it difficult and expensive. To meet the stringent emissions rules, as Prime Minister Harper signs on to new international greenhouse emissions targets, Shell may have to use a technology that captures CO2 from the plants that process the oil sands and store the gas underground. This costs $120 a ton, and would cost Shell upwards of $2 billion a year just to capture and store the CO2, for the 15-20 million tons of CO2 that would be emitted when it increases production to 770,000 barrels a day. The cleanup from oil sands processing is costly because processing is very pollution intensive. Production of one barrel from these oil sands is 3 times more polluting than producing conventional oil. Synenco Energy, which had a project in partnership with China's Sinopec for mining and processing the oil sands called Northern Lights for $10.8 billion, called off the project last year because of all these hurdles, slashed its work force, and decided it may sell the company. Currently 1.1 million barrels a day come from the Alberta oil sands. 2020 output was expected to rise to 4.3 million barrels a day. But now this looks too optimistic. CAPP forecests 3.8 million barrels a day, but even this may be on the high side. ...

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VW sales including Audi were up 34% in 2012. BMW sales were up 14%, and Daimler sales were up 15%. The growth rates for the German automakers surpassed growth in China. By manufacturing in the U.S. German automakers are better able to compete with the Detroit and Japanese carmakers in pricing. A third of BMW vehicles and a fourth of VW and Mercedes vehicles are now made in the U.S., according to LMC Automotive. VW has invested about $4 billion in the U.S. since 2008, including investment at a plant in Chattanooga, Tennessee. The German carmakers are now going for mass appeal with the VW Passat. Lower priced Mercedes models now sell for under $30,000. German exports to the U.S. increased by 24% in October 2012, compared to 18% for the eurozone overall. About 40% of German exports to the U.S are autos. Eurozone exports to the U.S. were up 18% in Oct 2012, and Britain's exports increased by 11%. British exports in Oct 2012 of 4 billion euros were second only to Germany at 8 billion euros....

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As steel making capacity appears to be increasingly out of control in China in 2012-2015, trade actions to limit steel imports from China in other countries is growing. Huge excess capacity in steel, cement, glass, wind turbines and solar panels, is leading to China becoming the targe of global trade sanctions for 75% of the trade sanctions cases since 2009, according to research group Global Trade Alert.

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Ghosn hires Alain Dassas to be Chief Financial Officer of Nissan. Since 2003 Nissan did not have a CFO and Ghosn acted in that capacity. Ghosn has also given up overseeing the US market to concentrate on overall business of Renault-Nissan. It also rehired Mark McNabb to be in charge of the worldwide Infiniti business. Nissan is investing in plants in Morocco, Russia and India and expanding its overseas operations, even as its larger vehicles are not doing so well in the USA.