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Japan's prime minister Naoto Kan said after a loss in the Upper House parliamentary election, that he had not explained his plan to increase the consumption tax well enough to voters. He sees this as a big reason for the defeat in the upper house election. A small party called Your Party increased its seats from one to eleven seats. This party is popular for advocating small government.

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Daiichi Sankyo Company of Japan announced plans to take a majority stake in Ranbaxy Labs for $3.4 billion to $4.6 billion. A patent settlement with Pfizer for Ranbaxy to market a generic version of Lipitor after November 2011 may be part of the effort to give more clarity to Daiichi Sankyo for it to go ahead with the deal. Both Pfizer and Ranbaxy have extensive litigation on this issue. Pfizer could otherwise have seen Ranbaxy bring a generic version of Lipitor in March 2010. About 25% of Pfizer's $48 billion in revenues come from Lipitor and its stock price is at its lowest in a decade because of the uncertainty over Lipitor. Under the agreement Ranbaxy gets to be the only company to market a generic version of Lipitor for 180 days after Pfizer's patent expires. Ranbaxy also gets to market a generic version of Caduet, a pill that combines Lipitor and blood pressure medication Norvasc, in 2011 before the patent for Caduet expires in 2018. The FDA can question the terms of this agreement as it favors introduction of generics competition, and the Caduet portion of this deal may be seen as a payoff to Ranbaxy for settling with Pfizer....

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Sony has lost its focus, it is in so many lines of business, that its brand identity has been lost. Especially in Japan where it is in cosmetics, massage, mailorder shopping club, insurance, finance, robots etc. It has 1000 subsidiaries and affiliates worldwide, of which a third are unrelated to its core electronics business. How does this hurt? It hurts because management is distracted, and when top management is distracted then its not focussing on customers, changing business trends, creativity in its business pioneering new products. In a big company this problem is just magnified by the bureaucracy that develops. Problems similiar to the ones faced by IBM and General Motors. The analysts and Howard Stringer talk about restoring the Sony premium. What is a premium, its not just the brand, its the innovation or something special behind the brand that enables it to command the premium. Stringer probably understands that its the innovative edge that Sony as lost. See the other piece "Howard Stringer, Sony's Road Warrior" by Siklos and Fackler in the Sunday NYT, May 30, 2006 with Stringer shown in a large picture imagining him as a Sumo wrestler. An unforgettable picture. In that piece it becomes clear that Stringer is keenly aware about Sony's and Japan's weakness in software which is increasingly driving success in products when combined innovatively with new bold concepts. He says there that Sony takes great pride in its hardware, and this is true of Japanese creative spirit in innovative and miniature gadgetry, but its capabilities in software are very modest. As one action step Stringer has hired Tim Schaaf , a senior Apple executive to lead that effort at Sony. The other part, getting the focus back by focussing on customers of electronic products is evident in this piece. Ryoji Chubachi, head of electronics and co-head of Sony with Stringer, regularly visits large retailers to offer incentives for making Sony products more visible, something the prior management failed to do. The prior management failed to focus on customers, and thought it beneath their highflying ways. One of the decisions by Chubachi in TV's is to price HDTV sets close to the price of Panasonic, Samsung and Sharp at large retailers in Japan. This makes sense to gain market leader status, as it shows Sony is living in the real world and taking decisions appropriate and relevant to a premium free environment in television sets. You a manufacturer cannot imagine a premium, a premium is a perception in the minds of customers and most likely reflects a perception of uniqueness, creativity, fashion and some other attribute, which can include engineering. Sony's philosophy has stated in Akio Morita's book "Made in Japan", was to be a pioneer, to walk the untrodden ways, break new ground. One aspect of this in comparison to Matsushita, Sharp and other competitors, was going to be its individuality, something Morita borrowed from his days in the US, because it is typically American and sort of unJapanese in a way. Though this is a generalization and many American companies merely follow and some Japanese companies have their own way of doing things even if it is thought of as being very Japanese like, witness Toyota in its Aichi prefecture surroundings. In this light the surveys show Sony significantly deteriorating in "conspicuous individuality." The New York Times cites a survey from BP Nikkei Consulting in Tokyo that the number of consumers saying that Sony showed "conspicuous individuality dropped to about 25% from about 40% the year before. ...

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The incredible story of Beate Gordon of Mills College, California. As a 22 year old she joined the staff of General MacArthur in Tokyo. She was assigned the task of writing the section on women's rights in one week in 1946. She searched libraries in Tokyo for constitutions of other countries. Mills had lived in Japan for 10 years with her parents, and knew the situation for women in Japan, with the lack of basic rights. She took up the task as the only woman on the constitutional committee.

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Norihiro Kato, a professor at Waseda University, describes the change of heart of former prime minister and LDP leader, Junichiro Koizumi, after visitng a nuclear waste facility in Finland. Koizumi who supported nuclear power for Japan has now come out in opposition to dependence on nuclear power. Kato presents the idea of a post-growth phase for Japan in which nuclear power is phased out, as is being done in Germany. The idea being that Japan does not strive for a return of an earlier period of growth but looks to creating a new future that is different from the past.

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By June 10, 2010, the Democratic Party of Japan has recovered in poll ratings with 60% ratings for the new premier Naoto Kan and the DPJ. Ratings for Mr Hatoyama had dropped to 20% by the time he resigned. Hatoyama resigned June 2, 2010.

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The two men, the couple one a Professor and the other a hard charging investment banker who kind of fit in together, their background, personalities, and preparation for this crisis. Throughout this crisis both had little sleep paulson some 4 hour and Bernanke leaving at midnight to catch some sleep and how the crisis kept going on and on, with one fire put out another remaining to be put out and finally after day after day on Diet coke or diet Dr. Pepper and little sleep Paulson agreed with Bernanke's opinion that "we've got to go to Congress." In fact based on his studies and research on the Great Depression and of the crisis in Japan in the nineties in the banking system there, Bernanke had given his conclusion early on about a year earlier that if there were significant decline in housing prices the government would have to step in with a large intervention. But in the end it happened all so suddenly with Paulson agreeing and both Paulson and Bernanke going upto the President and the President saying lets do it. So the meeting with Congressmen was arranged a few hours later after the inital meeting in Speaker Pelosi's office. Any reluctance to meet Congressmen who had considered any steps in this session unlikely having disappeared, and the stark nature of the crisis in the words of Senator Dodd, Chairman of the Banking Committee, became clear in the opening remarks of Paulson and Bernanke. Dodd told a news reporter that for a long time there was complete silence in the room and he does not recall a moment like this in 25 years in Congress and it being a scary story. By now it had become overwhelmingly obvious that something needed to be done in hours and days....

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WSJ report shows that on the morning of the 90 Day Pause in Tariffs announcement discussions took place with the Swiss prime minister, with Treasury Secretary Scott Bessent, and watching Fox News interview of JP Morgan Chase's Jamie Dimon. Seeing the turmoil in financial markets and bond markets, US president DJT made the decision to give time to make the agreements with about 50 countries, and time for financial markets to understand the president's  policy and goals to reformulate the world trading system into one that offers a level playing field. The chart showing the Tariffs of 67% by China and US 34% imposed tariff in the Rose Garden on April 2, 2025, was say reports the result of the influence on the president of the advice of Peter Navarro.  Treasury Secretary Scott Bessent's expertise is in financial markets as a protege of Soros, Navarro's is world trade. Bessent stepped in when financial markets appeared to reflect the uncertainty and convinced the president that the 90 day pause would be the best way to implement the policy on trade. There is a vigorous debate in the administration about how to get a level playing field for trade, and get the job done without disruptions in financial markets or a recession induced by uncertainty. On April 10 as part of the effort to talk to the American people US president DJT opened up his Cabinet meeting to the media and had Bessent, Borghum, RFK Jr and Marco Rubio talk about their plans and policies. Proper implementation, gaining confidence of the people of America and financial markets, is now as important as the goals and policies in the next 90 days. Getting the trade deals with the European Union, Japan, South Korea, Taiwan, Britain and India would go a long way to reassure financial markets and set the right tone for the future.   ...

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The US ports of Los Angeles and Long Beach after Liberation Day- soon to be relics from the China Trade of yesterday. On April 9 US responded to China's 34% tariff with another 50% tariff of its own on China. The US tariff now stands at 104% to China's 84%. China says it won't back down and "will fight to the end." The US president DJT is now certain to restore world trade to the days before China entered the World Trade Organization and upended the world trade order leading to the deindustrialization of the US when US corporations followed Apple in 1998. With Tim  Cook in charge of Apple manufacturing in 1998 doing the first major act of outshoring the whole manufacturing base of a company to China. It was a strategy- to use the huge profits of a three punch approach- brand the product at the high end to command high price in the US through innovation and design (punch 1), followed by making using Chinese labor at low cost in China (punch 2), to generate the huge profits to create a virtuous cycle of investment from these profits to generate new cycle of growth (punch 3). What Apple gained, America's workers lost. This was sold by economists at the service of corporate narrative that it was good for America in the face of the facts showing just the reverse for 25 years 2000-2025. Soon almost the entire manufacturing base of the US was shipped out to China, or Chinese supply bases Vietnam. Japan fell in line and became a supplier to this China Manufacturing for the World. What started out as Microsoft demolishing Apple by 1998 and Apple using this 1-2-3 punch strategy turned into first a disaster for American workers, a loss of the working class leading to the loss of the middle class backbone of America, replaced by Silicon Valley and financial interests in New York City and disproportionate rewards to capital, the rural and small towns, cities across America's heartland thrown into decay and neglect.   ...

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Public opposition in the summer of 2012 to the restarting of nuclear plants by prime minister Noda. A huge rally was held in central Tokyo with about 100,000 protesters.

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Even with the growth strategies of the Abe administration in 2014, projections of the IMF show growth rate for Japan are at 1.0% for 2015, compared to 3% for the U.S., 2.5% for UK, and 1.6% for Germany. The Third Arrow in prime minister Abe's Three Arrows program now follows the implementation of the other two Arrows- monetary easing and public works spending. Abe is faced with the task of convincing foreign and domestic investors that he can implement a winning growth strategy for Japan. The plan announced in June 2014 is an effort to overcome barriers to growth with a strategy that will work. The core of the plan is to cut the corporate tax rate from 35.64% to below 30% in the next couple of years. The corporations are expected to do their part to improve corporate governance and return on equity, so that shareholders, domestic and foreign investors, have more incentives to invest in the Japanese stock market. Analysts and economists say this plan has attractive features. It asks Japanese companies to increase ROE and ROI to global levels through a Tokyo Stock Exchange corporate governance code. Companies listed on TSE and not following the code will have to come up with reasons why they are failing to do so. Some analysts say this would increase the value of companies. Companies are more likely to make investments with cash that is not being invested. The plan includes measures for bringing more women into the workforce, which is seen as a serious committment to women. In addition to increasing the number of child care centers, this plan includes tax revisions that benefit women joining the workforce. Increased representation for women at the executive level is also part of this plan. Hiroshige Seko, a top adviser to Abe, says importance was given to execution for results, so that a score of 80 with definite results was preferred to an uncertain attempt to get a 100. To do this some compromises were made. The plan for special economic zones is still in the drafting stage as discussion is just beginning. A shakeup of the Central Union of Agricultural Cooperatives and more flexible medical care will be taken up gradually. The efforts to increase ROI, ROE, and improve corporate governance were initiated from the time of the Koizumi administration, and the latest plan may bring results after over a decade of effort in this direction....

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The defeat of the anti-nuclear candidate Hosokawa supported by former prime ministers Koizumi and Kan in the Tokyo governor's election of 2014. There was low voter turnout due to bad weather and voters showed interest in local issues about elder care and the plans for the Olympics.