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Renault's low cost entry cars which were originally designed with emerging markets in mind, are now popular in France and other countries in Europe. Renault gets 30% of its market share, up from 15% in 2006, from low cost cars like the Logan, which cost conscious buyers buy for around $10,000, instead of buying a used car. This has helped Renault at a time when other segments are not doing so well, and when Peugeot had to arrrange a 1 billion euro emergency capital increase. The profit margin on these low cost cars is 6%, compared to 2-3% profit margin on other Renault models. Renault manufactures the cars under the Renault label or the Dacia lavel depending on where they are sold, and uses a factory in Romania. Renault's model is to set the margin first and then ask suppliers such as LG and others to try to come up with a low cost design that meets its margin requirement. This eliminates features that add cost and may be dispensed with for the customer in mind. It requires a fresh approach. Cutting edge is replaced by working with parts designed for older models that cost less. Renault also used the experience gained in the Romanian factory where some of the tasks are done manually instead of using robots, and waste is reduced. The process has taken time because the Dacia Romanian factory was acquired under a previous CEO Louis Schweitzer in the late 1990's, and the first Dacia Logan was made in the Romanian factory at Pitesti, near Bucharest, in 2004. The reliability of the Dacia made cars is well established, say experts. On the sales side the Logan is sold on a no discount basis with fixed price. Dealers are told no discounts are permitted. Total sales of these cars reached 814,000 in 2011 and are expected to cross 1 million in 2012. This is similiar to the achievement of Toyota with its low cost multipurpose vehicles for emerging markets, which is expected to cross 1 million in 2012. The difference is that Renault has achieved this with European buyers in a bold strategy. Tata Motors which pioneered the effort to build low cost small cars with its $2000 vehicle is planning its own entry in Europe, the Pixel as a low cost city-car in European markets in 2015. And Renault is moving further down in cost than the Logan, as its next step, with such a car manufactured in India by Nissan-Renault and regional partners....

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Chinese plant not inspected by the FDA made an active ingredient in a blood thinner for Baxter International. The blood thinner led to 4 deaths. Baxter has temporarily stopped production of its version of Heparin. China has 14% of the $31 billion market for active drug ingredients according to a 2007 report from Credit Suisse. Only 7% of foreign drug making facitlites are inspected each year by the FDA, so its way behind in inspection, and at this rate it would take 13 years to cover all the foreign plants.

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The port of Hamada in Shimane perfecture Japan is seeing a jump in foreign trade with Russia. Its on the sleepy side of the Sea of Japan on the opposite side from where major cities like Nagoya and Tokyo are located. Its become a hub for trade with the Far East. Hokkaido Japn's northern island is seeing more Russian tourists. Japanese car companies can cut the time it takes to reach their plants in St Petersburg by shipping from Japan to the Russian Far East and using rail across the country.

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McInerney takes personal responsibility and puts top priority on the Dreamliner. He says we will be defined by the 787, though not at this moment. This means he is personally walking through Boeing's and Boeing supplier's plants to see things first hand, and have the daily progress reports coming directly to him. This means closer supervision and taking steps to get things right. One step was to get some managers from its Defense unit into the 787 program management to correct things, buying Dallas based Vought Aircraft out of a joint venture with Italy's Alenia Aeronautica in South Carolina where sections ofthe 787 are being joined. He also stepped in taking control of key parts of the 787 program, and insisted on Boeing mangers closely monitoring and getting involved with first hand knowledge on supplier's sites and getting action where needed, and stationing Boeing people at each supplier's plant. His earlier style was a bit hands off in comparison. The 15 month delay in the 787 launch and the rather ill timed gala in Seattle for a plane that was hollow inside, and with managers having no idea that supplier's were already behind in their part of the program or not doing anything about it, may have suggested to investors that Boeing's McInerney and his key people were really not at grips with what was going on in their own company. From its July high of $107 Boeing stock has dropped 27% to $78 and recovered only slightly to $83 still 23% below the highs. Experts feel that McInerney will either lose big or win big. He wasn't there when the 787 program was started. Now he has to show he can get things right. His initial moves look like the right ones, taking personal responsibility, making decisions to fix things, and not hesitant to take corrective action in the midst of difficulties such as getting into suppliers factories first hand to see things on the inside. And gettiing his best people from other parts of the company into a team and putting them on the 787, and so on. See the link to the Airbus experience with their jumbo jet A380 which ran into similiar problems in the WSJ. There the French teams who were the better able to solve the problems were brought into the German plants to help get things right, even though there were cultural issues to be overcome. McInerney has process based experience at GE where quality and manufacturing were important, and he has delivered good results with an 84% increase in income to $4.07 billion, on an 8% increase in revenue to $66.4 billion in 2007. This comes just 2 to 3 years since joining Boeing in July 2005. Boeing may have to pay $4 billion in concessions and penalty payments for late deliveries, and Boeing is going to set aside this cost by booking the first 25 delieveries at zero-profit margin....

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Today GM announced that it is eliminating lifetime health coverage for about 100,000 white collar salaried retirees, as it is rapidly running out of cash to run operations. Also white collar salaries of current employees will be cut by 20 percent and the $1 a share dividend eliminated. This with other savings will save $1.5 billion annually GM estimates. Union contracts prevent this from taking effect for former factory workers even as the company is truly running out of cash. In paying the lifetime costs of hospital stays, surgeries, expensive drugs for retirees GM spends$4.6 billion in 2007 on health care for its one million employees and retirees and their dependents. This is larger that GM's entire active work force and a big reason GM has got into trouble. It also skewed management decisions in the wrong way. Management let it affect their strategy in the marketplace, they continued to run the company by emphasizing sales volume with frequent sales and discounting in the belief that the size was needed to support all these retirees goldplated medical care, care which does not exist in other industries and companies, even when GM coud least afford it. By carefully shutting down plants earlier as demand for some of its cars and vehicles was shrinking, and closing down some brands, GM could have focussed its efforts on the areas including smaller passenger cars and midsized cars and other models which were gaining popularity, and shifting ahead of the curve out of pickups and large SUV's in the face of higher gas prices. Its the collapse of the pickup and SUV market that exaggerated the impact even in October 2008, instead of the about 30% decline that the industry faced and GM faced in its cars, GM's dramatic drop in pickups and SUV's gave it an overall loss of 45% October 2008 over same month 2007. Without this aberrration of health care benefits from a previous growth era and a dominant GM - an anachronism in the present when GM was in decline and health care costs had mushroomed and company health care benefits cut back in industry after industry- and without the intransigence of the unions and the failure of management to build credibility, share the pain and convince the unions in good faith that this was unsustainable, GM could have had a much better shot of developing a strategy for renewal. Instead it sealed GM's fate, along with lack of foresight in taking decisive action to shift to higher fuel efficiency cars early in the curve, and closing unneeded plants and brands to focus on this task. In the end the gold plated benefits which were terminated today are lost for salaried retirees, and sooner or later the same is likely to happen inside or outside bankruptcy for union workers. Union workers who might then say what the salaried retirees are saying now, that if the company goes out of business, they would lose everything anyway, and could not blame GM for cutting them off. If only they had understood this earlier and accepted these facts, and if only managment had built the credibility and shared the pain so that company's interests came above union or management interests, as they should be for a company to grow or renew itself and grow. In the end union workers in the auto industry were living beyond their means, just as consumers in the USA were living beyond their means, and the outsized executive compensation also a kind of grab from another era. Renewal starts with getting a grip on reality, and reality slipped away from their hands....

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There are 240 Norwegian and Finnish companies in India, says this report in The Hindu. Nordic countries are providing green technologies to India. At the Nordic-India Summit held in Copenhagen in May 2022, the five Nordic prime ministers and prime minister Modi agreed to intensify cooperation on digitalisation, renewable energy, maritime industries and the circular economy. Denmark is helping India with ports and logistics. Trade ministers of Norway and Finland visiting India together  Feb 9-10 describe the efforts to provide Nordic technology solution in green transition to India. Trade between Norway and India has doubled in the last 3 years and the Norwegian Sovereign Wealth Fund is likely to become on the largest investors in India at $17.6 billion. Vestre us Norway's Minister of Trade and Industry, Skinnari is Finnish Minister of Development Cooperation and Foreign Trade. 

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Questions about the sanity of having a nuclear plant at Indian Point, only 35 miles from midtown Manhattan, in a metropolitan region with 20 million people. A 50 mile circle from the plant includes almost all of New York City, parts of New Jersey, Pennsylvania, and Connecticut. Indian Point's evacuation plans cover a 10 mile circle with about 300,000 people, twenty miles out the distance cited for Fukushima, is about a million people.

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The depreciation of the yen lifts Toyota's financial results. Currency rates account for 73% of Toyota increase in the July-Sept quarter 2013 profits, and are expected to account for 70% of expected increase in operating profit for the full year. Third quarter profit increased to 438 billion yen in the thrid quarter of 2013 from 257 billion yen for the same quarter in 2012, increasing by 70%.

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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....

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Production delays, outsourcing issues and other problems are now hurting Boeing with cancellation of orders as airlines with lower profits in today's economic uncertainty are unable to take advantage of the new fuel efficient 787's in timely manner. Quantas first placed its order for upto 115 Dreamliners in 2005, and it hoped to reduce fuel costs with the 20% more fuel efficient Dreamliners than its 767 planes, which it hoped to retire. 28 Dreamliners were to be delivered by the end of 2011. This never happened as Boeing ran into production problems and only 17 were delivered to all airlines by September 2011. With the global economic uncertainty and slowdown Quantas is predicting a 90% drop in pretax profits for the fiscal year ending in June 2012 to A$50 million. With the situation changed Quantas decided to change the order by cancelling the orders for the larger 787-9 Dreamliner and keep the order for the 15 smaller 787-8 jets to save $8.5 billion. This follows a change made by China Eastern Airlines to cancel orders for 24 787s and buy smaller single aisle 737s for domestic flights. As a result Boeing's total orders stand at 824 in mid 2012, with only 7 new orders since 2007. Boeing says it needs to sell at least 1100 Dreamliners for the 787 program to be profitable. Its own forecast is for sales of an additional 2700 small twin aisle jets like the 787 between 2012 and 2031, with Boeing getting half of the market. The larger longer range 787-9 model will start delivery in 2014 and another version for more capacity on shorter routes the 787-10 is being discussed. Both programs Boeing's 787 Dreamliner and the competing Airbus A-350 program have suffered a series of production problems, outsourcing issues and delays in recent years. ...

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Mario Monti, the new prime minister of Italy, is taking on one of Italy's toughest problems, a pervasive culture of tax evasion. The loss to the economy is not measured ony in terms of the loss of money to the Treasury, which one estimate puts at $340 billion a year. This burdens companies and the manufacturing sector with higher taxes and reduces investment in new plants, research and development, capital equipment, which would increase jobs. By encouraging this culture of tax evasion Berlusconi undercut and jeopardized his own plans to bring new economic growth to Italy. Berlusconi prevented allegations of false accounting against his companies by passing a law through parliament that made reduced penalties for false accounting. In Italy one saying goes that "only fools pay." In a country of 60 millon people only 394,000 people earn an income of more than $135,000 a year. "Evasion totale," referred to in newspapers in Italy is about total evasion by some owners of large property. One effort in parliament is to introduce legislation that would require the use of debit or credit cards, electronic transfer or other similiar methods of payment for amounts above a certain amount- with one of the amounts proposed being 100 euros. A recent poll by Demopolis showed that 73% of Italians polled want to see strong action to prevent tax evasion. This is also a strong reason why Monti, Draghi at the ECB, Bundesbank officials at Germany's central bank, and German chancellor Merkel, do not see the ECB's large scale buying of eurobonds by essentially printing money as a solution to eurozone debt problems- it puts off taking the neccessary and essential steps for reviving eurozone economies....

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Problems with the CSeries project at Bombardier include cost overruns, and development problems delaying the first model from late 2013 delivery by 2 years. A Swedish carrier dropped out as a customer in August 2014. The effort to compete directly with Boeing and Airbus in larger planes was a risky move as the larger competitors are improving fuel efficiency and reducing prices. Bombardier, suppliers, and the governments of UK and Canada have increased the investment in the CSeries project from $3.4 billion to $4.4 billion. Bombardier's total aerospace sales are $9.39 billion. The project was started by Mr. Beaudoin, grandson of the founder and currently the CEO, when he headed the aerospace division in 2004. It started as an effort to tackle slowing sales by building a new passenger aircraft with 125-160 seats that was 20% more fuel efficient than existing aircraft using engines built by Pratt & Whitney. The competing versions in this market segment were the Airbus 320 and the Boeing 737. Airbus and Boeing responded by putting more fuel efficient engines on the existing A320 and the 737 instead of developing whole new models, something Bombardier had not expected. In Dec. 2010 Airbus launched the A320 neo line, single aisle jets with 124 to 240 seat capacity, promising 15% more efficiency using the same Pratt engine to be used on the CSeries. In 2011 Boing came up with the 737 Max line. Because these are a bit larger than the CSeries is a plus for airlines. Analysts say about 75% of the market is taken as airlines have placed large orders for the A320 neo and the 737 Max. With the CSeries Bombardier is now betting the company that the new aircraft will attract buyers....

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Colonel Stevenson's efforts to limit features on a new bomber for the U.S. Air Force to replace aging B-52's and B-1's. Contractors added a kitchenette in one design which was turned down by Stevenson and senior officers at the Air Force. Senior officers were mindful of how it might be seen by the public and aware of the need to keep costs down during a period of austerity budgets. Barnes describes the efforts of Colonel Stevenson as he led efforts to limit the new plane to essential features, turning down contractor proposals for a plane that could be converted into a drone, reconaissance and cyberdefense features, and other embellishments that would drive up the price tag per plane. In 2011 budget negotiations defense officials agreed to limit the cost to $550 million per bomber, a third of the cost of the B-2 which cost $1.8 billion per plane. Because new planes take a decade or more to design and build with cost overruns, it is also important not to venture too far into technological unknowns. This adds more time to build and proves costly. The Long-Range Bomber project started in 2011 with Secretary Gates signing off on the requirements for it to give the president the option to move quickly in a matter of hours to penetrate distant airspace. The cost is $600 million spent till Oct 2013 for research, and $8.7 billion budgeted to 2018. The Air Force is sticking to existing engine design, and Stevenson says if the technology has not been tested the Air Force is not interested in experimenting with it. In the process Stevenson finds himself trying to change the culture at the Air Force, where putting cost as the top priority is a new concept....

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Heathrow was built haphazardly as traffic increased since its opening in 1946, with a capacity to handle 45 million passengers at its 4 terminals it was congested and handled 68 million annually. The building of Terminal 5 will ease congestion and increase capacity by 45% making a big difference for British Airways which will operate out of T5 and a big difference in baggage handling ( a million bags weren't ready for passengers at destination in 2006), in the lounges and lounge environments for waiting passengers 2500 at a time) ., and after an annex is built by 2010 passengers will not have to be taken by bus to waiting planes. other airports like Schipol with 4 runways compared to Heathrow's 2 and built with a better layout and plan, and airports in Asia of Singapore Airlines and in the Middle East at Doha are upgrading so BA will only be doing what places are doing. Because the terminal hangups have been costly for British Airways leading to a shrinking of about 20% of its flight network, as it concentrated more on upscale customers, and lost passengers to more efficient airlines., ithe cost will likely be paid off quickly for BA. Demand. is so high at Heathrow that a pair of takeoff and landing spots can cost as much as $50 million and would be going up as Star Alliance and Skyteam member airlines move ito BA's old facilities. Considering the losses from th inefficient setup at the old terminal BA's estimate that T5 savings would cover its cost of 330 million pounds ($660 million) to equip the new building in in the next 10 years may even be understated. Of this 62 million pounds was spent on the new lounges. BA leases the T5 Terminal from Heathrow's BAA owned by Spain's Ferrovial SA, which spent $4.3 billion to build T5. ...

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Karen Eliott House was a former publisher of the WSJ. Now with WSJ in Murdoch's News Corporation's hands, she is a fellow at Harvard's Belfer Center. Here she points to the diverging situation between the USA and Saudi Arabia. She thinks the US cannot protect the Saudi monarchy (which dates back to Abdul Aziz and his support from President Roosevelt first by recognition of the new state of Saudi Arabia in 1932 and support during the war), from its domestic challenges. One of these domestic challenges is changing demographics as the young or people below 15 years age make up 40% of the population, rising unemployment, and pressures for modernization which the monarchy has done little to respond to, and the lack of democratic forms which would give people a chance to vent their feelings. For the U.S. the frustration is that the Saudis have done little or can do little for the USA in the way of moderating oil prices as they move still higher, because of speculative trends, decline of production in its own maturing oil fields, and needs to finance huge new plants and cities to provide employment to a growing population. In fact Libyan oil officials has been more of a moderating influence recently than the Saudi oil officials. So it appears that what Karen is saying is that the Saudis are pursuing their own interests in their region and the wider region that includes South Asia and Northern Africa, and the US is pursuing its own interests, which at this time are not as clearly defined, except securing oil supplies and protecting Israel. The 2 countries USA and Saudi Arabia are going their diverging and different ways in a way that is irreversible....

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If Morse's thinking holds and crude prices drop to $90 range per barrel (see the link to Morse) then we have another major problem on our hands as the incentives for conservation diminish and there is less money invested in energy conservation, and investment, effort and enthusiasm for new technologies for conservation also diminishes. This risks the environment and carbon dioxide emissions and keeps sending money on expensive oil imports to Saudis, Russia and the middle east which could be better invested in the US for innovation and R&D or returned tothe public. For energy saving conservation technology investors the drop in incentive through a return to cheap oil or expectations of prices that are below $100 for instance can be the worst of both worlds high prices and low investment says Vinod Khosla. He advocates a floor on the price of oil. Stanford Professor Hillard Huntington, executive director of the Energy Modeling Forum, a group of energy experts, says energy saving initiatives could easily take 4 million to 5 million barrels a day of demand off the market in 10 years from the 20 million barrels a day that the USA uses to heat homes, power industry, and fuel cars, trucks and planes. It would be a huge loss for that not to happen. And this has happened before as the oil crisis in the 1980's became a dim memory once oil prices hit a low of $11 in the mid 1980's after conservation kicked in at the time. The idea then is to have some sort of gasoline tax that would keep a floor on the price of oil that Europe already has. And British Columbia has shown how by having a small tax and returning money to the taxpayers with a $100 check refund and in other ways to small business and other txpayers....