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The number of supercommuters is up significantly as a result of the drop in home prices and high unemployment. It is up 60% in Manhattan since 2002, up to 59,000 or 3% of the workforce. In the Philadelphia- New Jersey corridor- it is 7.3% according to NYU. Houston saw a large increase between 2002 and 2009. In Maricopa County near Phoenix, 131,000 people or 8.6% of the labor force supercommutes. About 13% of the workforce or 427,000 people supercommute in Texas. Prof. Mitchell Moss of New York University, defines a 100 mile plus commute to get to work as a supercommute. His work at NYU's Rudin Center for Transportation shows 1.15 million people supercommuting in 10 major U.S. metropolitan areas. Employers are showing flexibility not wanting to have to dispose off properties, and employees prefer not to uproot families.

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Fiat announced that it will buy all the U.S. government's shares in Chrysler. This comes a few days after Fiat payed back $1.3 billion to buy an additional 16% of Chrysler, increasing ownership to 46%. Fiat will have a 52% ownership stake in Chrysler after the purchase. By the end of the year Fiat says it expects to own 57% of Chrysler. Under the loan agreement Fiat automatically gets 5% of Chrysler if it begins producing a car rated at 40 miles per gallon. Chrysler earned $116 million in the first quarter of 2011.

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How the banks and investment firms are trying to sell some of the risky loans and securities to buyers. Citigroup is selling some corporate debt at 90 cents to the dollar and Morgan Stabnley has created 13.4 billion of Collaterized Loan Obligations CLO's that it can pass on to the Federal Reserve as collateral in the future. Goldman Sachs sold some of the Chrysler debt at 63 cents to the dollar so there is concern thathis may drive down prices. In addition Citigroup provided $9 billion of the financing for the $12 billion sale of corporate debt in its deal with Blackstone and other firms. The idea is to free these banks up so that they can have more money to lend but it will take time.

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Amazon is tackling the Indian market by addressing the need of rural shoppers in all parts of India- home to nearly 800 million people. Here WSJ shows how this works with a customer in Dhowachal, in the northeastern state of Assam, who had no access to stores except by travelling for hours to the nearest town.  The customer is a teacher who received an Amazon delivery of pairs of jeans, socks, curtains, glasses and other items. Rural shoppers in India spent about $400 billion in 2017. Barclays estimates Amazon had $7 billion in gross merchandise sales volume in India in 2017, about 2% of what it does worldwide. More than 80% of customers in 2018 are from outside India's largest cities.  To do this Amazon has changed its app to work on cheaper smartphones and patchy cellular networks, added hundreds of thousands of Indian language descriptions of products and videos. It has also opened physical Amazon stores to teach people how to order online. Tens of thousands of distributors were added to deliver packages and take cash or digital payment. Amazon is spending $5 billion in India to set up a logistics network and warehouses, including staff and content development for Amazon Prime. In doing this Amazon has learned from China where Alibaba and other online retailers have grown seven fold by reaching rural areas. Amazon could not compete with Alibaba in China. In India Amazon has no strong local competitors like Alibaba. It is learning how to operate in India. The app offer tips on how to order, no email is needed, only a phone number, machine learning translates all descriptions into Hindi. Icons work well. A digital wallet lets customers without bank accounts or cards to pay or get money back. Amazon is investing aggressively using an advertising campaign and discounts to pass Flipkart which WalMart bought for $16 billion in 2018. Amazon is trying new ideas in India's situation where small stores often closet sized sell a limited number of products often going through multiple middlemen resulting in high prices. Amazon is now enlisting these small stores as package depots in its own unique distribution network. The small store gets an 8-10% commission on sales for helping guide shoppers make a purchase. In Amazon's unique "I Have Space" program 20,000 mom and pop stores in remote areas of India offer to take packages and deliver in neighborhoods for a commission. They get a uniform, a bag and a week of training. Many of these store owners know the addresses in their neighborhood having lived there a long time. The entire effort shows Amazon has adapted its delivery effort, logistics and payment systems to Indian conditions in a well planned way. Compare this to the failed effort by Apple in India, with high management turnover and lack of understanding of Indian conditions and pricing, and no real plan to tackle the Indian market.     ...

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The 25% auto imports tariff goes into effect April 2nd 2025. How much will it increase prices in the US for automobiles? The average is about 10%, say some experts cited in WSJ. This includes price increases on higher priced brands such as German brands BMW's and Audis, Mercedes Benz, and VW cars made in Mexico to ship into the US. It also includes European car makers including Stellantis that make cars in Europe and Mexico to ship into the US which could lose market share to American car makers who make most of their cars in the US. Ford makes 80%, GM 60%.  Overall US international Trade Commission in 2024 looked at the 25% US tariff in a study and showed 5% increase in auto prices in the US. President Trump's call to GM and Ford asking for restraint in pricing may be coupled with the government returning some of the money in tariffs revenue pool to American or foreign manufacturers investing more to make more cars in the US including to Hyundai which announced a $21 billion investment. More such investment decisions are expected from Japanese automakers. For example Subaru has capacity for 450,000 cars in Lafayette Indiana plant and sells 650,000 cars in the US. One would expect it to increase the capacity of the plant or add a new plant in the US. The Japanese government and Japanese business will have additional incentives to invest in the US because of the US support for Japan in the Asia-Pacific, US openness to give trade benefits to Japan in the post war period, incentive to make the Republican DJT plan for tariffs to work as a united Japan-US effort. This would include restraint on pricing.  Toyota is in much better financial shape than VW and has a large market share in the US which it will work protect with pricing restraint and more US investment. Only VW and German luxury car makers BMW, Mercedes may not cooperate. Yet VW sells only 300,000 cars in the US compared to 2.3 million for Toyota. BMW and Mercedes sell luxury cars where buyers could absorb the additional luxury brand cost without impacting inflation overall. Some of VW's car sales would be absorbed by American and other automakers considering VW was losing market share and nearly exiting the US market. before this. ...

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Air pollution concerns are leading China's National Development Reform Commission to set a higher goal for cleaner energy. The NDRC plans a 52 gigawatt increase in installed capacity for green energy in 2013, an increase from 36 gigawatts in 2012. This includes 10 gigawatts for solar energy. Clean energy will take up 57% of additions to installed capacity in 2013, compared to 35% in 2010, according to Tian Miao, an energy anayst at NSBO.

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The Trump administration proposes a zero policy for Iranian oil imports which says the U.S. will grant zero exemptions to countries importing Iranian oil.  Big importers China and India are likely to resist this policy.

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Paul Barrett of Business Week reviews McLean and Nocera's new book on the financial crisis; "All the Devil's Are Here." The title takes a line from The Tempest- "Hell is empty. All the devils are here." McLean and Nocera focus on securitization, the credit-ratings that were improperly given, and the chicanery of bankers, mortgage issuers and others behind the idea that every American should be able to have a home. Attention is also focussed on the loose monetary policy of the Greenspan era, with Greenspan airily dismissing all concerns, including concerns about the growing trade deficit with China. Barrett asks, what about the future? Barrett says the Bernanke easy monetary policy risks making the mistake a second time, and in all probability the devils will be coming back again in some other form.

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One of the opportunities of this pandemic is that it offers a chance to think anew and act anew. Where in Lincoln's words "the dogmas of the past are inadequate for the stormy present, as our case is new we must think anew and act anew." Here Vladimir Putin offers his assessment of how the pandemic calls for a fresh approach to reviving De Gaulle and other postwar European leaders vision of Europe that spanned the entire continent culturally including Russia. He accepts mistakes have been made by all sides and the title of the article by Putin is "Be Open, Despite the Past." The Russian Embassy in Germany contacted De Zeit for publication of an article by Putin, and it can be seen as part of the Russian response to president Biden's effort to build a new cooperative relationship with Russia that is in the best interests of the US, Russia, Germany, the European Union and also of India which has a cooperative relationship with Russia. There is the danger that it could be seen as reported in The Times of London and comments posted seeing it against distrust built around Ukraine and Eastern Europe. The 670 Comments in Germany on De Zeit site on the article reflect a more German perspective of being a close neighbor that suffered so much from the war that left millions dead on both sides. One German commenter says his father and grandfather were forcibly recruited to fight in France and Russia and suffered much in wartime. The occasion is the 80th anniversary of the German invasion of Russia in World War II. Some of what Putin has to say- "We hoped that the end of the Cold War would mean victory for all of Europe. It would not be long before Charles De Gaulle's vision of a unified continent would become a reality, more culturally and civilizationally from Lisbon to Vladivostock." Russia has changed, Russians see themselves as European, as part of the larger European Union, culturally and civilizationally. This is not the old Russia of the Cold War or of the Soviet period. "NATO itself a relic of the Cold War, created out of a confrontation from that time." Not objecting to NATO but to the expansion of NATO to Russia's borders. But saying this has not got us anywhere where our heart not our brain says we ought to go. Lets try again to draw different conclusions from what we have seen. Its important to think anew because "we are all confronted with the common challenges of the pandemic and its extremely serious social and economic consequences." "The entire prosperity and security of our common continent are only possible through the combined efforts of all our countries, including Russia because Russia is one of the largest European states. Wed feel our inseparable cultural and economic ties to Europe." "We simply cannot afford to carry around the burden of previous misunderstandings, hurts, conflicts and mistakes. A burden that prevents us from solving current problems. We are convinced that we all have to admit and correct these mistakes. Our common and undisputed goal is to ensure the security of the continent without dividing lines. And to create a unified space for equal cooperation and collective development in the interests of the prosperity of Europe and of the whole world." President Biden was right to think anew and act anew in Geneva, and to "disenthrall ourselves" from old ways of thinking, and for rising to the occasion. Jill Biden said of president Biden's preparation for the meeting in Geneva- "Hell, he was overprepared," and it showed Biden's genuine feeling and effort that he owed it "in the interests of Europe and the world."       ...

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A big factor in U.S. car sales, which reached 7.5 million in 2015, exceeding the 7.3 million in 2000, is that a large portion of cars on the road were about 11 years old following the recession in 2008-2009. As Dexter Ford pointed out in a article in 2012 many car owners on the road had replaced the earlier 100,000 mile mark before buying a new car, with 200,000. This pent up demand, and the better technological features including gasoline conserving technology, gave new impetus to demand in 2013-2015. Lower gasoline prices at the pump of about $2.00 a gallon in Jan. 2016 across parts of the country made it economical to own SUV's and pickup trucks. The U.S. car companies Ford, GM and Chrysler-Fiat had sales of 2 million full size pickup in 2015, with the Ford F-150 leading. Car companies have come through a severe crisis and are taking steps to avoid a repeat of the mistakes of the past on fuel efficiency- Ford has introduced a lighter aluminium based version of the F-150 for example. Gasoline prices also provide buyers with extra money to meet car payments which now have been stretched to longer periods and lower rates by auto companies to reduce the cost burden per month. AAA says the average price in 2013 for a gallon of gas was $3.49, in 2014 at $3.34, in 2015 at $2.40. AAA says that 71% of gasoline stations sell gas at less than $2.00 in January 2016, and gas prices are likely to remain low for an extended period with lower demand from China, higher fuel efficiency going forward with stricter standards, new technology for shale oil production, and the replacement of cartel pricing by competing production from Saudis, Iran and Russia. On average Americans saved $115 billion on gasoline, or $550 per licensed driver, according to AAA's Daily Fuel Gauge Report of January 6, 2016. In addition to the $550 saved the higher fuel efficiency with new technology adds a corresponding amount to savings per driver. Add to this the lower payment at low rates over longer periods and the car payment per month has been reduced significantly in a improving job market, to support car sales....

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"What the hell kind of system is this?" That is what Jim Rogers, a co-founder with George Soros of the Quantum Fund, asks as he sees Chuck Prince taking out hundreds of millions of dollars out of Citigroup, and other Citigroup executives take many more hundreds of millions of dollars out of the company. As he sees Stan O'Neal get $150 million for leaving Merrill Lynch after he ruined the company. And Frank Raines he says did worse accounting than Enron with Fannie Mae, fradulent accounting year after year, and yet Raines is walking around with millions of dollars. One can add to Rogers list, Mozilo of Countrywide who was one of the principal figures behind pushing bad mortgage deals for homeowners that profited those in the business of real estate, and he is walking around with millions. So is Citigroup's Robert Rubin if one looks at those who had reputations to preserve, and he hopes to devote his time to charites as he says in his resignation letter to Citigroup CEO Pandit. See groups and links for Mozilo and Rubin. Jim Rogers thinks Long Term Capital Management should have been allowed to fail. Greenspan, Rubin, Summers, and Geithner were behind the rescue of LTCM. In the worst case scenario the economy would have recovered from a LTCM collapse, and the intervening period of dislocation would have sent a strong signal to financial institutions about excesses, risk taking, leverage, and put a necessary element of caution in all financial arrangements. Jim Rogers says Lehman would have lost a lot of money with an LTCM failure and it would have slowed Wall Street down for years. Some small degree of grief from time to time may be a normal part of any economic system, especially with excesses of one type or another, just as it is for the human condition, and may be away for the system to protect itself from bigger dangers by addressing and controlling the excesses. By eliminating this grief one may be subjecting the system to bigger and more life threatening stresses later on, as these excesses assume an exaggerated form. ...

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Don't let the current holiday season retail sales fool you as they have held up reasonably well. The impact of the mortgage and housing crisis will be felt in a delayed manner. It won't be till 2008 that the impact will really be felt. And the impact is expected to be lasting and deep, could take the rest of 2008, 2009 and into 2010 for this protracted tightening of credit. About $300-400 billion contraction in credit is expected when banks tighten their credit lending because of losses they are taking in the mortgage crisis. This will happen in an environment of falling house prices and consumers will not have access to the $340 billion in cash from home and mortgage equity financing that they took out in 2006, estimate of the Bureau of Economic Analysis. Auto, retail, apparel, and luxury items would be hit the most. On the jobs side not all the jobs will be lost in the USA. The USA imports about $740 billion in consumer goods and autos each year, which is one third of consumer spending excluding food and energy. The lower consumption in auto and apparel would affect exporters in Japan and China and South Korea. But Chinese exports have reached a point that they are causing trade tensions and a call for strengthening the yuan. An increase in American exports and lower imports could help bring down America's trade deficit. This could give China an opportunity to build its domestic market and markets in Asia and Europe so that it is not so dependent on the US market. For the US where the savings rate is near zero this is an opportunity for consumers to build their savings and reduce debt. Europe and India and the Middle East are expected to continue growth and China may see slower but continued growth in 2008 and 2009. In the US industries like aircraft and infrastructure promoting companies that sell to countries like Russia, India Brazil, the Middle East, and China will continue to grow. And because rates are still low large nonfinancial companies still have access to funds for expansion and capital investment. In a global economy the US consumer may be one part of a much larger picture. ...

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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 Logan lower cost model produced by Renault's Romanian affiliate Automobile Dacia SA is setting a pattern that is being looked at as a model for the future throughout Renault. It is combining the advantages of Japanese manufacturing methods with their attention to detail and good practices evident at Nissan, Renault's partner company, with the cost conscious methods evident in operations in a Renault joint venture with Mahindra and Mahindra of India. Dacia Automobile was a Soviet era plant, and Renault has modernized it but keeps a more labor intensive attitude with good basics operation here, in contrast to the trend to automate everything and use robots extensively that became popular at other plants in Europe, U.S., and Japan. As Renault managers in France and its overseas operations look at both the expanding markets for lower cost cars and the profitability of the Dacia plant in Romania, it is becoming a model to be imitated. Other plants built earlier now look overautomated and costly for manufacturing cars in a cost conscious pricing sensitive competitive market that automakers face. Logan is contributing to Renault's bottom line, and may help it in reaching the 6% in operating margins that is a new goal for Renault for 2009. Dacia Automobile S.A. initally owned 55% by Renault is now 99% owned by Renault. It has sales of 2 billion euros ,in 2007 with revenue increase of 30% over 2006. The profit was 100 million euros in 2007. It employs 14,000 workers and Renault's investment has reached 1 billion euros upto this point. The plant turns out 60 cars per hour. Compare this with a similiar investment by VW in a Soviet era Skoda automobile plant in the Czech Republic, where VW started with an inital investment in part ownership and ended up in full ownership of Skoda with large investments in modernizing Skoda, and the success in selling Skoda cars known for their good quality. The Skoda is expected to sell at the million dollar sales level in 2010 and is the fastest growing brand in Europe. It ties with Honda in quality surveys. ...

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Ghosn of Renault-Nissan used to be a skeptic about electric cars. Now he is on board. Nissan plans to sell an electric car in the US and Japn by 2010. It will be only hundreds of vehicles at first so it will take more time to take it to mass market, but the goal is to go for mass market. By 2012 Nissan will plan for a lineup of electric vehicles, so it will extend beyond small cars to small minivans and small commercial vehicles and small crossovers. 100% electric cars also are described as zero emission vehicles. But Nissan won't be the only company doing this. Mercedes is moving "very fast" in the direction of emission free vehicles, see the the interview with Daimler's Zetsche. Mitsubishi Motors and Fuji Heavy Industries are testing versions of electric cars. And GM plans to introduce the Chevy Volt in 2010. Toyota plans to have a plug in hybrid about this time. Mercedes will be the first to bring a lithium oin battery in its S400 coming out later this year which will be a hybrid. It is the cooling of lithium ion batteries that has been a major hurdle to development of electric cars and Daimler's Zetsche says they have solved this problem, have 24 patents, and developed a cooling system that works inside the car. Nissan has an electric car project that it is working on with California based Project better Place to produce electric cars for the Israeli and Danish markets. Ghosn has grasped the idea that the market is signalling a major and irreversible change towards smaller emissions and regulators are way behind on this curve. He says that if one is to sensibly participate in the growth of emerging markets which Nissan is doing in North Africa and India and Eastern Europe then one has to think in terms of sustainability and lower emissions, as putting tens of millions of more cars on the road around the world can damage the environment. And the only way this can be done to meet the aspirations of people in emerging markets is to lower emissions and to set this as the overriding goal. One gets the same sense from the Germans, see Zetsche, Daimler....

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Moody's revenue model before the early 1970's was based on charging for Moody's publications. This changed in the early 1970's when Moody's and other ratings agencies began charging for opinions. And in 1975 the SEC secured the ratings agencies positions by allowing banks to base their capital requirements on the ratings of securities they held. Before the early 1970's Moody's in the words of Thomas McGuire , a former director of corporate development who left in 1996, acted like a watchdog that regarded the financial markets as its turf and barked and growled when anybody it did'nt know came near it. And its founder Moody, took his mission seriously which gave the company its stern reputation as a safeguarder of the public's interest in the integrity and character of dealings in securities. McGuire was never happy with the change made by the SEC which relied on ratings as a form of regulation, because the ratings agencies would be able to sell ratings even if they failed investors and the public interest. He even states in a speech to the SEC in 1995, that the government regulators are inadvertently putting the ratings people in an improper position because they were ordinary people with ordinary motivations, and the government regulators would have to share accountability for any scandals that result when it let these ordinary people subject to the same pressures for profit and gain assume some regulatory duties. The rest of the story is one in which just such an ordinary person with pecuniary motives turned up in the form of John Rutherford Jr., who became CEO of Moody's in 1998, and focussed the entire company on profit in a way that it had never done before, even expecting each Moody's analyst to produce at least $1 million in revenue each year. In a business with its serious watchdog role that was never intended to be meant to be a purely profit business, but a private business run for profit but not for maximinzing profit, with the singular motive of its management in safeguarding fiercely its independence and integrity as its raison-de-etre. ...

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Toyota introduces the Aqua hybrid model in Japan with advance orders of 60,000. This model will be introduced wordwide as the Prius c. Toyota plans to introduce 11 hybrid models in the two years till the end of 2012. The Aqua is the 6th hybrid of the 11 models. The Aqua has fuel efficiency of 35.4 kilometres per liter, higher than the 32.6 of the larger Prius model. Its starting price is 1.69 million yen or $22,000. A lot depends on the hybrid models, as Toyota has set an ambitious target of increasing sales by 20% in 2012, after a 6% drop in sales in 2011.

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Municipal yields are back up. The Center on Budget and Policy Priorities says states in the USA will have to close budget gaps of $140 billion in fiscal year 2012, ending in June, down from $160 billion this year. But real shortfalls will increase because federal stimulus funds that helped state and local governments will fall from $59 billion this year to $6 billion next year. Local governments depend on states for one third of their revenue, according to a Congressional Budget Office report, which makes them vulnerable. Property taxes account for a quarter of local government revenue and this too will be declining with declining assessed values. The Federal Reserve Act limits open-market purchases of munis to ones with maturities of less than 6 months, which reduces the scope for help from the Fed.