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David Malpass is the choice of the Trump administration to head the World Bank. He has worked with Latin American countries at the State Department, was the Treasury official responsible for the World Bank in the Reagan administration, and worked on Argentine currency, China trade matters in the Trump administration.

Malpass negotiated a $13 billion replenishment for the World Bank in 2017, with U.S. share of $1.2 billion. This capped the bank's lending at $25 billion.

Last year the World Bank provided China with $60.5 billion in loans for 400 projects, which this WSJ editorial says is loans China does not need with its $3.07 trillion in foreign reserves. This editorial is critical of the current World Bank head Dr. Kim for taking a job with a World Bank partner the private equity fund GIP.

The World Bank has played a significant role in development for South Asia and China in the early years after World War II.

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Efforts to increase investment in exploration for oil and natural gas by the Indian government include an increase in the state mandated price of natural gas to bring it closer to world prices.

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Apple to ship 25 million iphones made in India to the US for the June quarter 2025, meeting 50% of US demand. This will reduce iphone tariff from 20% for China to 10% for India. Apple will take $900 million in added costs for the tariffs for the June quarter and higher costs for future quarters. Apple made 24.8 billion on $95 billion in sales for the 1st quarter of 2025.  Apple will not get the $20 billion payment it gets from Google for making Google search the default search engine on Safari web browser. This is 25% of Apple profit. A federal judge declared this payment illegal on antitrust grounds. Another federal judge has referred Apple's App policies for criminal contempt investigation. Apple has been late to recognize the dangers of concentrating production in one country. Eight years after the 2016 election won by DJT Apple has not corrected this concentration in one country. Apple has focused on proift alone ignoring the potential for education for it's products such as the iPad. The public perception of Tech companies is that Tech is all about profit alone without regard for the Nation, education, investment in American communities and jobs, and other needs. ...

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Prof. Mohammad Ayoob of Michigan State University looks at the tit for tat military responses of India and Pakistan and tries to interpret the mixed signals of the Pakistan military and civilian president Imran Khan. He says Imran Khan had the difficult task of being in line with the top generals of the Pakistan military and at the same time responding to international pressures to de-escalate the crisis. Imran Khan asked India not to take the confrontation further or Pakistan would have to retaliate, and at the same time emphasized de-escalation as the goal with pressure from Saudi Arabia, the U.S. and China. The nuclear doctrines of the two countries which differ from the manner in which the U.S. and Soviets operated during the Cold War, also make escalation dangerous. Prof. Mohammad points out that the military in Pakistan plays a different role in the state since it was created in 1947. With military control of nuclear weapons any danger of losing control of the state and its position in the state since 1947 could lead to reckless strategies, says Prof. Mohammad. Mr. Imran Khan had to speak in different terms to different audiences in a kind of double speak in this situation. Mr. Khan spoke in terms of development and the need for Pakistan to fund the needed infrastructure always at the back of the mind in the current situation at the outset of the crisis. Much of this was lost in the ensuing hours of the crisis. Yet this remains the dominant need in South Asia as Mr. Imran Khan faces the challenge of meeting his promises for development as much as Mr. Modi faces the challenges of development to catchup with Asian neighbors South Korea and China who have shown how this can be done. A longer memory does show China and South Korea falling behind in the fifties and sixties before making great progress in the last 3 decades by pursuing peaceful cooperation with earlier adversary Japan,  and in the case of China the U.S.  Anyone familiar with the role played by the U.S. in China's civil war, and the Japanese invasions of Korea and China, during four decades of conflict,  followed by the cooperation offered by Japan and the U.S. to first South Korea and then China can see that progress is possible and lays the foundation for development. A recent article in The Guardian reports that China now lays more concrete every 2 years than the U.S. did for the entire twentieth century. None of this would be possible had Chinese leaders in their wisdom and passion for development not pursued development first and foremost, setting aside historic wounds. ...

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This WSJ editorial says the Indian government will have to do more to increase the growth rate. Rising inflationary pressures at 5% for core inflation are still present, with inflation in food prices running higher at 10%. Which may be the reason after a cut of 0.5%, Reserve Bank of India Governor Subbarao stated this would be all the country should expect for some time.

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Gilead Sciences contracts with seven Indian generics drug makers to provide Hepatitis drug Sovaldi at $10 a pill for a 24 week course. These Indian companies will pay royalties to Gilead Sciences and supply the market in poor countries. There are about 350,000 deaths from Hepatitis C each year, most of them in middle income or poor countries. Worldwide about 180 million people are infected with Hepatitis C. There is intense criticism for the $1000 a pill charged for Sovaldi in the U.S., with $10 billion in sales for 2014 already set for the new drug's 12 week regimen that costs about $84,000. Gilead spends about 19% of sales on R&D.

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Roubini sees hard landing and recession lasting at least for 2008. Bergsten sees companies like IBM, Caterpillar and GE and others helping moderate the downturn because of demand from China and India which he calls reverse coupling. Yu sees China entering a delicate stage, India helped by domestic demand.

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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.

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Tushar Morzaria, CFO at Barclays is leading the effort for restructuring of Barclays and its large investmetn banking business. He was hired from JP Morgan Chase, where he was made the finance chief for the investment bank in 2010. Morzaria is the son of Indian immigrants to Britain who left Uganda during the Idi Amin dictatorship. Colleagues at Chase say he has a broader outlook and is able to look beyond the numbers.

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Companies like P&G and Walmart in Mexico, and Lever Brothers and Cadbury in India, are taking developing markets seriously and going after the low price points for products; selling in areas away from the large cities. See the links to Nestle,P&G and Walmart. Cadbury is adding another element, by investing in the growing of cocoa in southern India, to have access to a cheaper supply to meet those low price points. Cadbury Dairy Milk Shots, are pea sized chocolate balls with a sugar shell to protect them from the heat. This product was launched this year. It sells for 2 rupees or 4 cents for a five gram packet. The low price makes it accessible to more people. For Cadbury emerging markets are crucial for new growth, and affordability a critical way to go after this market. Emerging markets account for 35% of Cadbury's sales and 60% of the growth. The potential is huge considering India's low per capita consumption of chocolate. Half of the people in India have never tasted chocolate in their life. And India's total chocolate consumption is $465 million compared to $4.89 billion in the UK. Growth has been at about 20% for the last 3 years. Cadbury controls over 70% of the chocolate market and 30% of the confectionery market in India, with combined sales of $338 million, according to AC Nielsen. Nestle is next with 25% of the chocolate market. To keep prices low the company is moving factories to lower cost locations and improving its supply chain. It has setup 20 nurseries in southern India, from where saplings are sent to nearby farms for cultivation. Cadbury provides the saplings, technical expertise, and advice on where to get free government assistance in fertilizers. This is called the Cadbury Cocoa Partnership and has planted 5 million saplings in India in 2008. Another 7.5 million saplings are planned for 2009, and already Cadbury imports only half of its cocoa needs. Local coca costs 30% less because of a 30% tariff on imports....