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Just before the general elections of Feb 24-25 in Italy, the centre left PD party of Luigi Bersani sees its 12 point lead over the coalition of Silvio Berlusconi go down to 6 points. Former EU commissioner and prime minister in 2012, Mario Monti, has 14 points. The maverick Five Star Movement of comedian Beppe Grillo has the support of younger voters looking for a break from the past in Italian politics with 15 points. Italy's election rules automatically gives the coalition with the largest number of votes a 55% majority in the lower house of parliament. In the Senate a similiar rule gives a majority on a regional basis. For the eurozone the best outcome is for a Bersani win. Bersani looks to the Monti coaliton, which has the support of Italy's business community, for credibility and backing. The Economist provides an insight into how Italy lost competitiveness and income per capita stagnated in Italy in the last two decades. The dynamism of the sixties and seventies is missing, Italy's infrastructure is old and needs to be modernized, the productivity growth is negligible, and application of new technologies for productivity in many sectors is lagging. Political mismanagement under Berlusconi and other administrations before him has led to an entrenched stagnation and Italy badly needs to get out of this. Italy and Portugal are the only two countries with a lower per capita real income in 2013 compared to 1999, when the euro was launched. Unit labor costs have risen, and productivity has declined in the last two decades leading to lost competitiveness. The inability to resort to devaluations, and the lagging application of technology in many sectors, has increased the lack of competitiveness, with the economy becoming dependent on higher public spending, higher public debt. The result is higher unemployment at 11% and youth unemployment at 36%, infrastructure that is old and badly needs modernizing. Foreign investment is small, and the cost of doing business higher, including electricity rates 50% higher than the European average, R&D spending low, all of which need to be reversed for Italy to grow. But there is hope. The Economist cites an OECD report that shows the Monti government's reforms in regulatory, labor-markets, product-markets, can generate 4 points of GDP growth in the next decade. An IMF report of Jan 2013 looks at proposed reforms in energy, transport, professional services, judicial system and public services and more labor-market improvements, with the larger impact when done in combination, could add 5.7% to GDP growth in 5 years, and 10.7% in 10 years. Adding changes to taxation and shifting public spending towards investment for growth increases the figure to 21.9%....

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Problems of declining production at the Cantarell oil field in Mexico have been known for some time. Now President Calderon is trying to take on this issue. Brazil's Petrobras reached an impasse also some years back but was able to make the reforms, see the link to Petrobras. See the link in the WSJ for 8/30/07 on Petrobras . In 1995 President Cardozo of Brazil pushed through reforms after a oil workers strike at Petrobras. Upto that time Petrobras had problems similar to Pemex with underinvestment, state meddling in its affairs and finances, and too much bureaucracy and inefficiency. Can Calderon get reform for Pemex. Which amount of Pemex revenues should go to the government, how much should Pemex have so that it can adequately fund investment in new oil field exploration offshore, how to overcome bureaucracy and inefficient management, and how to arrange board representation so that Pemex can transform itself like Petrobras did. Some of the answers to these questions are emerging. Calderon wants to prepare his political position as the reform of Pemex is something that previous Presidents have failed to tackle. To do this the Senate's Energy Committee is holding a private debate on the issues. Calderon may try to forge a consensus with the Institutional Nacional Party, as he did with pension reforms if an all party consensus eludes him. Already in reforms of public finances that Calderon has pushed through Pemex will pay 71.5 centavos on every peso of oil extracted by 2012, instead of 79 centavos as royalty payments to the government. One reform being considered is to givePemex control of its own budget. At this time $10 billion a year goes back to the government on top of the royalty tax payments. Another reform would open up refining, transport and distribution to private enterprise. A think tank expert at CIDAC in Mexico City thinks that this can be done without reforming the constitution as was done to allow private investment in electricity generation in the 1990's. The same methods could be used to promote risk sharing contracts with other companies to bring in new technology for oil exploration, including companies from emerging countries like Petrobras, Petrochina and others, given Mexican's bias against the western oil majors. Especially because Petrobras has proven expertise in deep water drilling offshore. There is no question that Mexico is falling behind. One energy expert at the National Autonomous University estimates that the density of drilling rigs in the American portion of the Gulf of Mexico is 20 times greater than in the Mexican part, with Mexico having drilled only 20 exploratory wells in water deeper than 980 feet. in other areas like refining Pemex has not built a new refinery in 20 years, and imports 40% of its gasoline from US refineries, and its 7500 gasoline stations need expansion as Mexico's economy expands. Cardozo's transformation came with setting up an independent Board of Directors and putting an investment banker in charge. International oil companies were allowed into Brazil as a way to get Petrobras to compete with western oil companies and increase efficiency. And Cardozo got Petrobras listed on the New York Stock Exchange selling some 16% of Petrobras in the capital markets. This listing ensured transparency and improved corporate governance, as about 50 analysts now tracked Petrobras. ...

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Internet company valuations and IPO's in mid- 2012 reach the frenzied levels before the the tech bubble burst in 2000-2001.

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Ross Sorkin says the information put out in Groupon's IPO filing by the investment banks and other information raises warning signs. Groupon has $225 million in the bank, lost $102 million in the 3rd quarter 2011 on revenue of $878 million. The company has current liabilities of $681 million and only $376 million in assets. It owes vendors $392 millon as part of the current liabilities. Groupon spent $432 million in the first 6 months of 2011 on marketing. Other information shows Eric Lefkovsky, Groupon's chairman, sold a dotcom company in 1999 which went into bankruptcy a year later. And of the $950 million in a pre-IPO round in January 2011, Groupon paid out $810 million to investors and employees. Of this Mr. Lefkovsky and his wife were given $319 million. Goldman Sachs is the lead underwriter behind Groupon's IPO offering. Because of the huge fees involved investment banks and accounting firms were willing to come up with inflated valuations and a questionable metric called Adjusted Consolidated Segment Operating Income, that showed operating income excluding major marketing and acquisition related costs....

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Experts at Stanford Law School say the fewer IPO's expected in coming years will be a good thing as it reduces the boom and bust cycles in tech and internet IPO's of previous years. New technologies enable firms to reach breakeven at a much earlier stage with smaller investment- using founders money and capital from angel investors and less reliance on venture capital- so that companies can focus on the long term. The result will be fewer jobs created in investment banking and more in other places.

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Changes in the venture capital industry in 2013 to smaller funds with fewer partners, and focussed on fewer areas. Investors are turning down request for funds from venture capital firms because of poor returns. Other than a couple of brand name firms the venture capital firms have not produced high returns. Ignition Partners is reducing the size of its fund to $150 million from the $400 million raised in 2007. When compared with the return on the stock market the returns produced by the venture capital industry do not look attractive. U.S. venture capital funds produced returns of 6.1% for the last ten years ending September 2012, according to Cambridge Associates LLC. Compare this with Nasdaq Composite Index 10.3% increase and the Dow Jones Indusrial Average 8.6% increase during this period, and one sees why investors are becoming more discerning, moving away from the venture capital firms. The old approach of venture capital firms was based on hit and miss by putting many companies in a basket and hoping for a big hit. Over time the value added to the startup companies by venture firms has declined. There are fewer companies which have the potential for big hits and much of the technological landscape for the internet and software revolution has been filled, leading to one or two big hits such as Facebook and LinkedIn. Large developments for new technological innovation are coming from established companies such as Google and Apple, because of the huge software developments compressed into shorter periods and the investments required....

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Tata Motors gets a great deal to have 2 wellknown brands in which Ford has invested some $10 billion for a billion adn half. Is favored to make the deal. Both brands may be turning the corner after years of effort and Tata's management resources and investment potential could make this a good deal for Tata Motors. But there are some risks including the ones mentioned. The US market which accounts for more than 25% of sales is declining, and the fuel saving technologies needed to compete in Europe after 2012 with new mandated emissions reductions mean that Tata will have to develop these technologies in a market where the Germans have significant advantages with their fuel saving technology development. The Halewood factory in Liverpool where the Land Rover Freelander and the Jaguar X-type are made is at risk because with total output of 261,000 Tata may decide to close one of the three factories. This acquisition will push Tata up the learning curve in American and European markets, knowledge which it can use in developing markets for new models it develops in the future with innovation and aggressive pricing....

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Lawrence Katz, Harvard labor economist, talks to Friedman about the jobs crisis in the U.S.. Katz identifies three jobs crises occurring at the same time today. One is the drop in the demand for goods and services that resulted from the longer term effects of the financial crisis of 2008, with rising foreclosures, weak housing markets, bad debt on the balance sheets of banks, and interest rates at close to zero reducing the scope of action by the Federal Reserve bank. The second, is the widespread long term unemployment with workers dropping out of the labor market. The third, is the nature of new factories and hiring. Work in new factories is done through increased automation, information technology and fewer workers. As a result job creation is a fraction of what it was in the past. Not mentioned here is the shrinking of the public sector under the strain of budget deficits for local, state and federal government. This leads to the question of how America will create jobs in the future. Katz believes the answer is creating more "hubs," networked urban areas like Austin, Silicon Valley, and Raleigh-Durham, by bringing together universities, high-tech manufacturers, software providers, and startup companies, to cooperate in creating new products that enhance people's lives worldwide. This has to be done by the private sector and government working together to build the infrastructure and make the investments in education, training of workers, and equipment for new job creation....

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Central Huijin, part of China's sovereign wealth fund, China Investment Corporation, bought shares of China's four major banks in October 2011 to prevent steep price declines. China's bank stocks have lost about a third of their value in 2011. The four major banks- China Construction Bank, Agricultural Bank of China, Bank of China, and the Industrial and Commercial Bank of China- control two-thirds of the banking industry in China. In China's interlocking system of relationships between the state, the banks and the state controlled industrial companies, Central Huijin owns 35.4% of Industrial and Commercial Bank, 67.6% of Bank of China, and similiar stakes in the other 2 banks. It was created in 2003 to bail out China's banks after bad loan losses, and was transferred to China Investment Corporation in 2007. As part of the 2007 move bonds were issued by CIC to compensate the central bank. This means the banks pay dividends to CIC so that it can make payments on the bonds. Today the 4 major banks pay half of their earnings in dividends to CIC. CIC chief Lou Jiwei, says Central Huijin needs 300 million renminbi a day, or $47 million to pay interest on the bonds to the central bank. The 4 major banks are also under pressure from China's regulators to increase their capital reserves, because of large bad loans to local governments after the global financial crisis of 2008....

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Tells the story of Cherry, a state owned company that is China's largest independent car maker. It started about 1995 with just an idea in the head of Zhan Xialai an assistant to the mayor of Wuhu, and some other local government officials, in a poor eastern province Anhui who saw this is a way to boost incomes and growth in the province. Zhan brought in Zhoua manager in a cityowned building supply company. They brought in Yin an Anhui native who worked at a VW joint venture. In 1996 Zhou went to England to buy engine assembly equipment discarded by a Ford plant there and in March 1997 started building its first factory. It hired a Taiwanese company to help design its first model the Fengyun or Wind Cloud which it cobbled together using parts from component makers that supplied the China operations of VW and GM. It was not till Dec 1999 that the first cars came off this makeshift assembly line. And then it ran into bureaucratic obstacles as the company did not have a government license to be in the auto business . To solve this it became a part of the Shanghai Automotive Industry Corporation a large state owned company that had partnerships with VW and GM. Then it wasn't till 2001 that this Fengyun made it to market with 28000 being sold that year. Cherry then began work on a 4 door hatchback minicar that was called the QQ when it went on sale 2 years later in 2003 and looked like the Chevy Spark, a GM model. GM sued Cherry in Chinese court in 2004 saying Cherry had copied its design for the Spark and the lawsuit was settled in 2005. The settlement was described by Cherry as "very friendly." GM may have secured other concessions for manufacture and assembly in China because the QQ was then manufactured with local partners at a plant in southwestern China. It is Cherry's No. 1 model and far outsells the Chevy Spark. About this time in 2003 a big shift was ocurring in China as the car market was being pushed up by continuing development of infrastructure and road expansion, new ventures from Europe and the US expanding car sales in China. Government planners and executives began thinking about how China could develop its own potential in this growing and about to explode market. They decided they had to move upscale and buy the best technologies from Europe and the United Staes and recruit Chinese engineers working in the automotive industries in these regions. This led to a new phase of massive new investments. One of the goals after Cherry's brush with GM over copying its designs, was to acquire and then develop the technology so that it would be Cherry's own technology. In 2003 Cherry hired Xu Min an engineer at Delphi who was an Anhui native and was a specialist in combustion and fuel injection. They turned to an engineering consulting firm in Austria that specializes in internal combustion engines, and this firm AVL List GmbH agreed to train Cherry engineers to design and build the sophisticated engines. The culture that has grown up around this company in Wuhu, Anhui province, is also what drives the company. It exhorts employees in posters hanging on factory walls, "Know plain living and hard struggle." And in some areas of the plant JD Powers charts showing where Cherry lags behind its western counterparts in quality control surveys are shown on bulletin boards. Zhou, Zhan and Yin are known around Anhui and in the rest of China as "the Eight Guardians", a reference to eight defendors of the faith in Buddhist legend. ...

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Problems Russia faces in gaining entry into the WTO. This includes high import tariffs in Russia, arbitrary interpretation of rules, the customs union with Belarus and Kazakhstan, and corruption. Russia is the only major economy that is not part of the WTO. China was admitted in 2001. The WTO rules limit import tariffs and provides a legal system of dispute resolution for trade disputes. According to Business Europe, Russia increased tariffs for a range of factory products after the 2008 crisis. These tariffs alone cost EU companies $820 million a year. Russia's deputy prime minister Igor Shuvalov, says that without WTO access modernization and innovation for Russia will be very difficult. Companies like Boeing would be big winners with WTO entry for Russia. Tariffs on wide-body aircraft would then drop from 20% to 7.5%, and Russia expects to buy 1,000 new commercial aircraft in the next 20 years.

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The educational system in Italy suffers from the same problems as the economy- a strong tendency to exclude young people who can bring new energy and new skills to the classroom or the workplace. New teachers are made temporary working at lower salaries with only 1 year contracts. The average age for teachers is 50. A teaching exam for new positions would normally be held every 3 years. The Education Ministry simply postponed this and the exam held in 2012 is the first since 1999. Upto now hiring freezes and budget cuts were common. The exam held in 2012 attracted 321,000 applicants for 11,500 job openings. Young people in other professions such as law who were stuck in temporary work also applied. This also reflects a high unemployment rate of 14% for people ages 24-35.

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Analysts raised questions about the 57% of IPO shares in the Facebook IPO that are being sold by private holders. By comparison the figure was 28% for Google and 38% for LinkedIn.

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Dealogic reports show 64 U.S. listed IPO's raised $16.8 billion in the first 5 months of 2013, up from the $13.1 billion raised by 73 companies in the same period in 2012. Recent price gains by IPO's are driven by the lack of alternatives to stocks for investors in a low interest rate environment.

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Close to half of the respondents in the 2010 Annual Survey of the American Chamber of Commerce in Shanghai, say that they face regulators who show a preference for domestic companies. About 80% of respondents said their operations were profitable in 2010. In 1999, 58% of Shanghai members of the chamber said their profit margins were below worldwide levels. In 2010, 78% said their profit margins matched world levels. Just under half of the respondents said they feared a negative impact from China's effort to build "indigenous innovation" and encourage domestic champions in each industry. 63.1% of respondents say regulations are getting worse or staying the same. Chinese President Hu on a state visit to the US in January 2011 is presenting the idea of a level playing field for American companies.

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David Barboza of NYT describes the hidden subsidies China gives to Foxconn for its plant in Zhengzhou, in a poor region of China. The factory there makes about half a million iPhones a day. These subsidies include incentive packages, infrastructure building, local government help of about $1.5 billion. As a result Apple has high margins. For a 32 gigabyte iPhone 7 that costs $400 to make, the retail price is about $649 in the U.S.  The hidden subsidies is why Apple can maintain dominance as profits are reinvested. And the result is that with only 12% of the smartphone market Apple can take in 90% of the profit, according to Strategy Analytics. Barboza looks back at Apple before co-founder Steve Jobs left in 1985 as focussing on manufacturing at plants in Colorado and California. By 2001 with iPod sales soaring the move to China under Cook, who previously worked for Compaq, was underway. With the introduction of the iPhone in 2007, the move to China for manufacturing accelerated. The reason: only China offered the kind of subsidies, the speed of approval and building of infrastructure facilities, the local government support, the hundreds of thousands of workers, and the best tooling engineers, to produce in huge volumes with speed, and maintaining quality levels. Earlier plants including one in Colorado Springs that this Lyrarc editor was invited to visit just prior to Jobs rejoining Apple had many quality problems, so much so that Apple had a large part of the manufactured personal computers set aside for rework. The quality levels were dismal, defects were unbelievably high. This is the Apple manufacturing process and plant that Jobs must have seen when he returned, and which he hired Cook to fix. Not only were costs higher in the U.S., (subsidies in China came later) when Jobs looked at the manufacturing quality and the inability to get the quality he needed from American workers and engineers at that time in the 1990's, only then did he turn to China- and the more he saw what was possible to accomplish there he sensed an unusual opportunity to finally put the ghosts of memories from competition with Microsoft at rest, and to surpass everything that had been done in Silicon Valley. The result one of the most ingenious and large manufacturing networks in the world, huge profits for an American company, except for one thing- it would not do much for American workers. ...

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Sergio Marchionne, CEO of Fiat-Chrysler told a conference in Michigan -"these are people who did not grow up and become conditioned to doing business in Detroit. " He cited this as one reason the new generation of leaders at the U.S. auto companies had embraced the new fuel efficiency standards. Another point he made that was well received was that "anybody who surrenders 14 years before the date ought not to be in business." He was referring to the 2025 deadline for the new standards. This view was well accepted by the other auto companies and by the UAW workers union, showing the big change that has come about in the U.S. auto industry.