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This editorial from the Times after the New Hampshire Republican primary- in which rival candidates attacked Bain Capital- says that leveraged buyouts by private equity firms like Bain Capital were only one of the causes of the growing income inequality, and by no means the principal cause. And they had little to do with the subprime mortgage crisis that led to the financial crisis and recession in 2008, which aggravated the income inequality. A serious factor was the lowering of wages in manufacturing in competition with lower wage countries in a globalized economy and the decline of good manufacturing jobs over three decades. The increase in low wage jobs in the retail and service sector with the decline in manufacturing did little to arrest the growing gap in wages.

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Fiat Chrysler CEO Marchionne's strong opposition to the deep discounting of cars and focus on market share of the Detroit automakers. He scrapped discounting plans of the sales team at Chrysler and fired executives who pushed this strategy. Marchionne's office is located on the fourth floor of the technology center at Chrysler headquarters, next to Chrysler engineer's offices, and the management team meets in a nearby conference room. Fiat engineers and managers in Italy participate through videoconferencing.

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Lahart says adjusting for inflation the DJIA average in early March 2013 would be about 12,900 instead of 14,254, much less than it was in Oct 9, 2007 peak. If dividends are reinvested the Dow would be at 16,600. With inflation and dividends taken together the Dow would be around 15,000. Lahart does not cite his source. Browning in a separate piece says the DJIA adjusted for dividends, inflation and taxes, according to Bespoke Investment calculations is still below the 2000 level in 1994 dollars, and provides a different view.

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The transformation of Fiat Auto. Marchionne relying on "my kids", getting good people throughout the Fiat global operations and outside of a younger generation, who were open to doing things in a new way. He had the courage to unassumingly go about the business of remaking Fiat, by removing middle and upper managers who produced a kind of paralysis or sclerosis in Fiat, making change impossible after years of a failed culture embedding itself. And in their place he brought in an energetic courageous bunch of younger managers and designers. It would be fair to say that he tore up the old plans, tore up the old organization charts, tore up the car plans and designs in the pipeline, tore up the failed models and put in place new ones- the Bravo for the Stilo, and tore up the old management, put in new people and tasks and wedded them in an informal way, with their own culture developing along the way. The were teams and their tasks, all wedded together in an informal arrangement, in close proximity, with informal communication. Marchionne saw his role as helping people reach decisions, setting stretch goals, and encouraging levels below him to take responsibility and make courageous decisions. He saw the Cinquicento as his version of the Apple iPod, and benchmarked Fiat against Apple, so he was looking outside the auto industry for people to emulate and for new ideas. He himself was from outside the auto industry. ...

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The Hulme Company mail order catalog business in Minnesota may not be representative of small business, considering the errors and the scale of the debt taken on. But even if a small fraction of this debt taking tendency is representative of small business, it means that small business will not generate jobs as it did in the past. Small business will actually layoff people. And small business will not be able to provide the bounce the economy will need in years to come. The following is an an anaysis of this venture. The owners of this small business Bidwell and Ms. Guarino bought a luxury goods maker that was losing money for $600,000. Their business was to sell $500 garment bags and $1200 duffel bags. The experience of Bidwell was with Target, Tonka Toys and a cigarette distributor. Ms Guarino had a $130,000 job with a magazine publisher, running regional magazines like Minnesota Parent, which she quit. She had some experience as a handbag designer in California before that. They had never seen hard times, no, they had only seen good times. And were willing to spend heavily on the business like the $600,000 for a business, Hulme Company, that lost $150,000 on sales of $450,000 making duck hunting gear, the business they bought in 2003. All this for a tiny factory employing 3 seamstresses, and with no brand name for luxury goods like leather duffels. Their lender's experience- Kassim who founded Maple Bank in Champlin, Minnesota, considered it pretty typical of small business in those days to do everything on debt and loaned $550,000 over 5 years. So the lender was in for the ride. Another bank Stephens bank loaned on SBA approved loans which were later cut off. Guarino had no experience in this business, and simply relied on Bidwell's experience. The borrowing went on and on from friends, taking in debt with total lack of understanding of what debt means, from their daughter, the entire $50,000 savings of Bidwell's wife, and finally with banks refusing to lend after having friends put up their CD's and collateral on loans. Debt to equity ratio gets to 5 to 1. Second mortgages on the house getting Bidwell and extra $130,000. Even in the best year 2006 sales at $1.4 million, and earnings before taxes and other items at $325,000, not enough to pay the interest and other payments on loans that later totaled $2 million by year end 2007. $500,000 from friends and family including $20,000 from his daughter or two thirds of their savings. 600,000 catalogs went out in 2007. With the Hulme Company behind on payments in 2008, the catalogs mailed in 2008 dropped to 175,000. It is a very capital intensive business from the standpoint of catalog cost. $1 million in inventory at year end 2007, or two thirds of sales of $1.5 million in 2007, was a sign of how expansion preceded even getting the financing in place, and going out into the dark thinking sales wil materialize. So even in the best year 2006 the business was not viable, and would have collapsed even without the financial and credit conditions of 2008, ruining the owners in the process. By 2008 it led to the usual things in this kind of business failure, Bidwell's divorce, loss of his home as he falls behind on mortgage payments, Guarino's loss of job and friends whom she borrowed from, and both deeply in debt. Evaluation of the failure is as follows. Seamstresses and the small factory space could be obtained for a fraction of the cost in an emerging market country, even in an eastern European country, and no cost needed to be incurred for the purchase of Hulme Company or for sending out catalogs. Only travel expenses to meet high end retailers who might carry this merchandise, and go to the country where the plant was setup. Sales would come first, and expansion to meet sales very carefully done so that the plant could be downscaled if sales dropped. Even then scores of small luxury goods makers in China or other emerging market countries could put the owners out of business. The lesson if you can't watch costs, if you don't understand what debt means, then you don't pass the most basic of tests. You cannot run business on savings, home equity or credit card loans, or business loans with personal guarantees. Costs tend to just run up to the money one has artificially created. It will ruin you. If you don't have experience with the business and the product area, or can't put together a group of people with the experience to guide you on the pitfalls and what to watch for, you don't pass the next basic test. Only then does one get to the other tests about whether there is a market, the price and value of the offering and so on. This is before the current economic crisis. Now all these tests become more important than ever, or it will kill you and quickly. One has to be paranoid and very careful after 2008. Stephens Bank loaned money on SBA loans ...

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A large increase in fuel efficiency as planned by new EPA rules creates a different environment for electric cars. Current average fuel economy is 26. New rules that raise the average fuel economy to higher than 47 mpg will result in cars that conserve gasoline, reduce emissions, and make these vehicles more attractive to operate than electric cars on a cost basis, without sacrificing too much in conservation and emissions. A new study shows that achieving the increase to 47 mpg with new technologies will cost automakers about $2000 per vehicle. At $4.50 a gallon for gasoline it takes six years for a hybrid to be more cost effective than a 47 mpg car, according to this study. For a plug-in it would take 7 years and a pure electric vehicle 8 years. This suggests gasoline would have to cost more than $4.50 for electric cars to get an economic advantage. Technological breakthroughs and new technologies in electric cars which are a nascent industry at this time are not worked into these calculations. This could result in a different situation and favor the companies doing the pioneering effort to learn these technologies and develop cost effective solutions....

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Marchionne's major achievement is the genuine integration of Fiat's operations with Chrysler's operations using the strengths of both parts of the operation. Daimler showed little interest in doing this and the result was a failure of the merger between Daimler and Chrysler. Another aspect is the use of Fiat's Alfa Romeo and Maserati models to build new Chrysler vehicles. The new Dodge Dart which gives 40 miles per gallon and which gives Chrysler entry into the small car market, is based on the chassis and technology of Fiat's Alfa Romeo brand. Another vehicle of this type is the Maserati Kubang, an affluent buyer SUV based on the Jeep Grand Cherokee.

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Glenn Hubbard, Professor at Columbia University and Bush adviser who helped design the Bush tax cuts, has an uneasy sense about the tax cuts today. He says the tax cuts have been undermined by years of deficit spending. The Bush tax cuts expire Dec 31st 2010 in the USA if Congress does not act. Macroeconomic Advisors estimates that letting the tax cuts expire will take 0.9% off the growth rate. Nobel Prize winning economist Paul Krugman prefers to let the tax cuts expire and provide more help to state and local governments to preserve jobs that are being lost due to budget shortfalls. But becuase of the political climate he prefers to let the tax cuts go on for a limited period. The Obama administration may decide to continue with the tax cuts rather than fight the serious battles for deficit reduction, after spending much of its political capital on health care reform. Hubbard also thinks in the current situation its best to keep the tax cuts even with the concern for the deficits. He says the spending during the Bush administration, especially the Medicare prescription drug benefit, which is estimated to cost $400 billion from 2004-2013, was a major problem. The incentives to business and investors for productive effort in the Bush tax cuts is uncertain, if it becomes clear that the price for these cuts is higher taxes later on to cover growing deficit spending. Hubbard does not see any serious action on the deficit till the next Presidential term and sees it better to keep the tax cuts till then, when some serious discussion can take place....

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U.S. president Obama invited NYT's columnist Thomas Friedman to the White House for an interview on Saturday afternoon April 4, 2015. Here Friedman gives president Obama's response to his questions, and Obama's concerns about the heated rhetoric in the U.S. and Israel on the negotiations with Iran detracting and distracting from his key goals of protecting U.S. interests and Israel. On the Sunni states, Saudi Arabia and Egypt, Obama points out that there are some tough conversations needed about changes inside their societies which pose a greater threat to the governments than Iran. Obama says he understands perfectly that Israel and the Jewish people after their experience of the last hundred years are determined to not let Iran develop a nuclear weapon, and their right to be concerned that the agreement could let Iran clandestinely develop one. Obama says the verification is extensive and covers any facility in Iran, any suspicion about secret facilities, yet it leaves the subsequent decisions if Iran created difficulties, to a international body over which the U.S., UK, France, have no control. This is a principal issue for critics of the negotiated agreement. No mention is made of why Iran simply discarded the option of sending the atomic material to Russia to be processed into nuclear rods for the Bushehr nuclear plant built by Russia only a few days before the final outline was developed. And why the U.S., with allies Germany, France, UK and Japan, did not offer the Iranians an economic aid package if needed in return for the billions Iranians invested for that atomic material, to ensure that the atomic materials are shipped out of the country- to create a nuclear agreement that would be credible to all parties. The economic aid would benefit Iran modernize its oil industry, including refining operations, meet basic import needs, and provide tangible proof to the Iranian people of our best intentions for the future, that president Obama strongly espouses in the interview. The interview does show the quandary president Obama faces in Iran for strong action, that is a result of failed policies with Iran since the Eisenhower administration's intervention 1953 during the Cold War that displaced the elected government of Mosaddegh in Iran and setup the Shah's regime in 1956, the support of Saddam Hussein in Iraq in the war against Iran, which Obama mentions in this intervew. In the light of the repeated failures of the U.S. policies a Democratic party leader faces increasing reservations for taking strong action against Iran's development of nuclear weapons capabilities, preferring to exhaust every diplomatic channel, and take risks in the hope that time will give the Iranian people an opportunity to to reintegrate in the global community and pursue the peaceful development of nuclear energy. This strain in president Obama's thinking is evident throughout the interview with Friedman. Other aspects of president Obama's policy in the Middle East shared in the interview are about supporting the Sunni states in some areas, and Iran in some areas, at the same time as the nuclear issue is "put in a box" and separated from the regional conflicts. Friedman presents this as the Obama doctrine, yet it appears to be coming after a series of improvisations in foreign policy following a failure to act in 2011-2013, when the "once in a lifetime" opportunities presented by the Arab Spring were not taken up by the Obama administration, leading to the region's current disintegration....

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The practices of Bain Capital under Mitt Romney, as it merged management consulting with private equity to take stake in companies that it would be asked to turnaround. The main focus for this type of investing was to harvest as much capital out of the acquired company as early as possible, leading to management decisions that were driven by this overriding aspect. This meant large layoffs to reduce costs, loading the company with debt which in many cases led the company to bankruptcy yet benefitting the investors. The practices were adverse to the accumulation of human talent.

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The U.S. Supercommittee in Congress fails to reach an agreement to come up with $1.2 trillion in savings to reduce the deficit by the Nov. 23, 2011 deadline. This shifts the focus to the sequester or triggering automatic cuts in Jan. 2013, as mandated in the Congressional deficit reduction deal of August 2, 2011. These automatic cuts would reduce defense spending by 10%, cut social programs without touching Medicaid and Social Security, by 7.8%, and reduce Medicare payments by 2%.

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This WSJ editorial says GE's decision to exit the banking business follows the U.S. Federal Reserve's move to designate GE Capital a "systemically important financial institution," subject to extra scrutiny by the Fed and stricter regulation. This reduces the potential for higher returns that existed in the earlier environment of limited regulation. It points out that GE was so keen on escaping the "too big to fail" label and stricter regulatory oversight that it was willing to pay $6 billion in taxes to repatriate cash from overseas as part of shrinking GE Capital. In an earlier editorial in 2011 WSJ pointed to the role of GE Capital in the financial crisis of 2008, when GE shares dropped to $6 and GE needed government rescue funds.

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The Trump administration says waivers for China, India, Japan, South Korea and Turkey to import Iranian oil that expire in May will not be renewed. The decision is to have zero exemptions. Earlier Taiwan, Greece and Italy, also on the list, decided to find other sources of imported oil. Iranian oil exports are estimate to be below 1 million barrels a day compared to 2.5 million barrels a day before president Trump abandoned the Obama administration negotiated Iranian nuclear deal and reimposed oil sanctions. 

Saudis and UAE say they will keep the oil market in balance, and president Trump is also relying on U.S. shale oil supplies. The move faces resistance from China which says the U.S. has no jurisdiction to interfere. India haces issues with the U.S. for importing from not only Iran, but also Venezuela, Turkey and Iran are neighbors, India and Iran are neighbors, both with cultural ties to Iran, making the situation difficult for both countries.

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A bipartisan compromise in the U.S. Senate provides for a 30 day review of the Iran nuclear deal by Congress. The White House accepted this after enough Democrats favored the idea for the 67 votes to override a presidential veto.