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General Electric, GE, experienced a steep decline in the last decade. The worst news came in 2018 with the loss of half its share price and market value. One story tells about an employee who was forced out of retirement back to work seeing the loss of value in GE shares in 2018. Rarely has a company of this size seen a fall in stock price this steep, for a stock that was once seen as safe for widows. About 60% of GE business comes from jet engines, electric power generators and wind turbines. GE now plans to sell its health care business and other business that do not relate to core infrastructure in energy, aerospace, and other markets. Under Jack Welch a faulty model of adding diverse businesses that had nothing to do with its core business and expertise in infrastructure were added. A home mortgage lending business was added and GE Capital expanded. NBC Universal was added with little justification in a period when CEO's acted without much consultation. The home mortgage lending unit collapsed with large losses during the 2008 financial crisis and GE's share price dropped drastically to $6.00. Under Welch's successor Mr. Immelt the GE Capital unit was shrunk in size, but losses continued to mount. An oil field service unit was added which also sustained losses.  Immelt's successor Flannery faced a loss of $15 billion from the financial lending unit. Sale of some businesses was not sufficient to meet the loss. Flannery is now taking GE out of all the businesses which were not core business. The NBC Universal television business was sold to Comcast in 2013. GE Healthcare is next. This closes a bad chapter in GE's story under Welch and Immelt. GE's dividend was cut for the second time since the Great Depression. The story of GE is also the story of American business during the last two decades, with icons such as GM, Ford and GE suffering decline, businesses that operated like little fiefdoms of old nobility in Europe, with CEO's operating in a CEO centric culture, not tolerating contrary opinion for informed debate on issues facing the business. Alfred Sloan founder of Genral Motors called constructive debate central to good management. Later Intel CEO Andy Grove coined the phrase constructive confrontation as a way of constructive debate, and the CEO was shown as the first of equals. The CEO centric management ignored these warnings and admonitions in running their fiefdoms.   ...

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The story of a Russian startup company MeshNetics, that had a research project called Golden Box with a team of software programmers. It succumbed to the global financial crisis as it hit Russia and with it dreams of a new wireless technology that would help utilities keep track of energy conservation and other uses. No new investors could be found and the Russian investors cut the funding. Even western investors could not make the investments. Programmers like Bagrak, 27, from Berkeley, California, who worked at Google on an internship and came back to Russia to build its high tech sector. Luzhetsky, 26, from Obninsk, a city built by the Soviets for nuclear and military scientists, which fell into decay and poverty in the post soviet period, this was his first programming job after being educated in the Soviet Union. Mr Grinkug, 57, from a generation of the Soviet period that considered science a religion, he headed the 12 programmer team working on the Golden Box project. The project three ers in the making was expected to release in early 2010. Suvorov who headed MesNetics, who saw his work as part of the move by President Medvedev who came into power in the spring of 2008 to take Russia away from dependence on oil, with investment of $5 billion in a state corporation for nanotechnology. Anatoly Karachinsky, President of the Russian internet technology company IBS Group, who spun off MeshNetics using the brightest talent from his software development team and financed it with his venture fund Oradell Capital. First the optimism in the face of difficulty in the fall of 2008, as the global crisis began to hit Russia, then in October the message to Suvorov that he had to look for a new investor. Then the cuts, first 10% of jobs gone, nine days late a dozen more fired, then the shutdown phase. One person fired after coffee with Suvurov, as things moved quickly. Alexei Rybakov, director of the division that makes the ZigBit, calls 50 investors aday, makiung every kind of pitch, practical, global, patriotic. Grinkug packs up his things, 40 years of codes fit into a few CD's , a few programmers are retained if things change, but for Grinkug the Golden Project he says, will probably die in his head. Its mind boggling how mistakes and unethical behaviour in the banking systems in the west can wash ashore in emerging countries like Russia, and wash away what little stability to build anew life has been achieved in a few years after the 1998 collapse of the ruble and the Russian economy. Its also a contrast between the dreams, hopes and aspirations and the innocence of ordinary young Russian tech engineers and the swings of reality that surround them, of poverty and collapse in early post soviet Russia, then optimism , and now a new kind of reality trying to salvage what has been achieved, and the difficulties in forging a new future that goes beyond 120 million people collecting around a oil wellhead....

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The terms of the final deal approved by the French government for GE to acquire Alstom's gas turbine and energy businesses, and Alstom to acquire the rail signalling business of GE. The Alstom name will be preserved and the French government will take a 20% interest in the remaining Alstom unit.

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Von Mark Schieritz of Germany's Zeit Online describes the changes underway following the election campaigns in the U.S., and France, and the Brexit vote in Britain, all signalling the discontent of people left behind by the tech, capitalism, trade and globalization changes of the last two decades. The appeal of one time fringe politicians using racist slogans and divisive rhetoric to appeal to those left behind, appealing to people lacking intergenerational mobility, and without much hope for a better future, is a serious concern. People who are gullible enough, lack college education, or racially isolated so that they are not likely to look carefully at what is being offered in terms of programs and change of competing parties, and likely to overlook the hard and difficult road for corrective course of action, because of anger and pentup fears. Schieritz cites as part of this change the unanimously approved conclusion in its final declaration at the G-20 meeting in Chengdu, China- "The benefits of growth need to be shared more broadly within and among countries to promote inclusiveness." Yet this can be a sort of "too little, too late."  Bankers who are cited in an email going around Wall Street lack credibility with groups on Main Street, to people adversely affected by tech, trade and globalization changes that have been persistently ignored for over a decade, close to two decades. More convincing is the tone of Theresa May, the British prime minister's first statement outside 10 Downing Street- who spoke of the "burning injustices" and her determination to make this a top priority of her government. Still more convincing are the programs to invest $275 billion over 10 years in infrastructure put forward by the leading candidate in the U.S. presidential election of 2016, to provide easier access to public universities and colleges to those left behind, as a sure way to create new jobs and address intergenerational mobility. In fact every leading candidate had made the loss of upward mobility their central plank already in 2015, long before Trump and Sanders started their campaign. The real hope lies in western leaders Merkel, May, and Clinton, all keenly aware students of changes, all women by the way who have sensed the injustice and have the ability to come up with something new and promising for the future, after learning the lessons of the past. ...

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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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Charley Grant of WSJ warns that Tesla is in for a difficult time ahead as it ramps up its production of Model 3 cars. He says overhead costs should lead to negative margins during the early rollout stage, and only when the production ramps up could this turn positive. Tesla needs $2 billion in the second half of 2017, and is now turning to debt markets for its capital needs. 

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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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Zweig gives the example of Palm Pilot IPO shares in March 2000, which the parent company 3Com priced at more than 1,350 times net earnings for the Palm shares. He cites George Akerlof, who writes about identity economics, and points to the fact that users of a product can be so fanatically devoted to it so as to drive up the price for an extended period of time. In the case of Palm Pilot its users were fanatically devoted to the product. This appears to be true for Facebook with users who see their identity enhanced as they put up pictures of themselves and share with friends. Over time users may realize that it is their private information that Facebook is using to generate revenue. It also sets up the shares for a sharper reversal over time.

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Large food and beverage companies are seeing established brands sales decline as newer organic and health conscious brands increase market share. The 25 largest food company sales declined to 45.1% of food industry sales of $418 billion in 2014, declining by 4.3% since 2009. Smaller brands increased share from 32.1% to 35.3%. The more health conscious brands have seen tremendous growth, Granola bar company KindLLC increased share from 0.5% share of the snack bar market to about 6% in 2015, according to Bernstein Research. Chobani Inc. reached $1 billion in sales in 5 years. Kroger and other big supermarket chains are responding to consumer demand for buying local, buying from boutique producers, and buying from health conscious producers, by supporting these brands with marketing strategy, flavor selection, package size, and other ways, so that Kroger can carry their products on its shelves. FlapJacked pancake mix from a small Colorado company was introduced at Kroger's King Soopers chain in that state, and then taken to 500 Kroger stores in the U.S. For chains such as Kroger and Winn-Dixie in the southern U.S., it is critical to stay ahead of changing consumer preferences, especially now that eating right and eating healthy, and looking for alternatives, is changing the marketplace. ...