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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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Leakage of state funds is serious. Just think how many hospitals and schools, how many solar panel farms or wind farms can be built with $4.5 billion that is reported as the money laundered in the 1MDB leakage of state infrastructure funds? Here it is reported that Goldman Sachs settles for its involvement in the 1MDB with $2.5 billion in cash and guarantee recovery of $1.4 billion in proceeds from assets lost by the Malaysia state infrastructure fund. This is what the WSJ says on July 24, 2020, Ben Otto and Chester Tay- "Goldman Sachs was the main banker for the Malaysian fund 1 Malaysia Development Bhd. or 1MDB. The bank raised billions of dolars for the fund which was allegedly stolen by people working for the fund, government officials and two senior Goldman bankers." It also says Goldman raised $6.5 billion for the 1MDB through bond sales in 2012 and 2013, much of which was stolen by a Malaysian government advisor. And that Goldman received $600 million in fees which would be about 10%. Many of the countries in Asia and Africa have a colonial past in which little or no investment was made for centuries in heath, education and infrastructure. This makes it all the more appalling and heartbreaking. Goldman bankers were also involved in advising China during the hyper growth years which are leading today to little or no growth and concentration in property sector, with appalling devastation of the climate in China over a compressed period of 10-15 years 1995-2010,  leading to fires, floods, drought in China and worldwide, including in Africa and Asia. Was this good advice or self-serving for investment banks as this was accompanied by shift of manufacturing to China leading to decay of communities throughout America and and now a reversal after the pandemic all compressed so as to wreak havoc first one way and then the other way leading to a world more prone to conflict and war. Was this good advice or a cautionary tale for both America, for African and Asian countries and for China most of all a country that has a colonial past and treated with respect by Americans. Two Americans come to mind  Theodore Roosevelt who helped establish the now famous Tsinghua University in Beijing in 1911, and Joe Stilwell who led the Allied operations in China against the Japanese. Were Roosevelt, Stilwell sincere friends of China and Asian countries or the Goldman bankers is a question that just comes up. ...

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Steep discounts continue to hurt profits at GM by eroding margins. Profits were $300 million lower because of discounts. With special gains GM's profit was $3,687 per vehicle in North America, without the gains it was $1,653 per vehicle. Ford made $2,806 per vehicle. Emerging markets showed adrop with the car market in China cooling off. One of GM's joint ventures with SAIC Motor in China saw a decline in sales of 32% in the 1st quarter. Chairman Akerson said the challenge facing GM was to reduce incentive costs, and cost cutting to counter rising commodity costs that pushes up the cost of finished parts. On car buying patterns, Akerson says its not all about smaller cars as the smaller fuel efficient SUV's are also attracting buyers, and the smaller cars are better equipped and have higher prices.

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Alan Mulally focussed attention on Ford brands such as the Taurus, and the Fusion, to improve quality and fuel efficiency. To do this he sold brands acquired earlier- Land Rover to Tata Motors and Volvo to Geely. Under his management Ford pushed ahead with globalized product development and building a presence in the small car market. Ford still has weakness in the European and Asian markets. In Europe a large number of manufacturers are competing for a slow growing market and price competition has cut into profits. In Asia, Ford was slow to enter the Chinese market. As a result its sales in China lag far behind VW and GM, with only 2.7% market share. Mullaly is investing $1.5 billion on new factories in China, including two assembly plants and an engine plant. One of the plants in the southern city of Chongquing will produce an SUV and a luxury car. Mulally wants to see 70% of Ford's growth in this decade from Asia. The other problem facing Mulally is reviving the Lincoln brand which has seen a sales decline of 63% since 1990. Ford has hired a designer who worked on the Cadillac to redo the Lincoln's design. Mulally plans to cut the 900 Lincoln dealers to 600, to reduce the price competition for smaller sales volume. He is asking the remaining dealers to invest $2 million for new showrooms that will compete with Lexus in their look and feel. Asessing what has been achieved at Ford so far one sees the progress in pushing up quality. Ford now ranks above Toyota in J.D. Power quality surveys with its cars getting higher resale prices than some Toyota models. Ford cars are also being well received by new car buyers with market share up for the second consecutive year. This would have been unthinkable only a few years ago. Also significant is how Ford under Mulally's direction managed to make good use of the $23 billion loan secured in 2006, avoiding bankruptcy and turning the corner to profitable operations. Ford earned $6.6 billion in 2010, after losing $30 billion from 2006 to 2008. Ford's challenges going forward are how to sustain profitable growth, manage $19.1 billion in debt and a junk-bond credit rating, and maintain the momentum without reverting to a dependence solely on SUV's and larger vehicles for profits. Chairman Bill Ford is forthright about Ford's history of wasting opportunities during the good times- of "losing the plot in the good times." Mulally makes the same assessment at a November town hall meeting of 200 employees - Ford is good at crisis managment he says but then "forgets why we're here." For Mulally a bit of inspiration from Heny Ford himself counts, this being a poster from 1925 that hangs on the office walls, a Saturday Evening Post cover with the slogan: "Opening the highways to all mankind." Mullaly says looking at this makes him cry....

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Of the $19 billion in aid to farmers for the coronavirus, $16 billion of the Coronavirus Food Assistance Program, goes in direct payments to farmers and rancher with checks going out end of May. Another $3 billion goes to mass purchases of dairy, meat and produce that will be distributed through food banks. Faced with loss of sales with restaurants and schools closed, and disruptions in deliveries to grocery stores, farmers in the U.S. have stopped or slowed production. As a result huge quantities of food that can't be sold are being destroyed. Plowing under thousands of acres of vegetables, dumping millions of gallons of milk, and destroying eggs. In addition to this aid Agriculture Secretary Perdue says the department is using funds set aside under the larger coronavirus relief aid package of $2 trillion for the U.S., and funds from the Commodity Credit Corporation. Mr. Perdue is himself a farmer from Georgia, who was governor for eight years. These funds are separate from the $28 billion to farmers being distributed by USDA to offset losses from loss of sales to China. USDA plans to make monthly purchases of $100 million each of fresh produce, dairy products and meat, and work with the nation's food distributors to assemble a pre-approved box of food to be given out at food banks and other outlets. ...

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VW which has failed to build market share in the US is leaving aside its appeal point of German engineering in 2023 and now selling itself as an American brand. VW has become dependent on China for half its sales and badly needs to avoid overconcentration in one country. It is trying to enter the SUV market with the Scout brand for buzz as an off road vehicle and will introduce 2 dozen models. Scout is a 4 wheel drive recreational vehicle designed in America for International Harvester, a company VW acquired in 1981 when it was called Navistar. It is a mashup of a World War II Willy Jeep and a pickup truck with its boxy shape. Half a million were sold from 1960 to 1980. With this plan VW with only 4.5%  of the American market is trying one more time, this time as a way out of overconcentration in China. Realizing that America is where the automobile entered mass production in the factories of Detroit. South Carolina's assembly has approved $1.3 billion to support VW in building a new plant near Columbia to build the Scout.   ...

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On one hand Chinese environmental officials are aware of the pollution problems in Beijing and Shanghai and other cities. Levels of nitrogen dioxide in Beijing exceed the WHO clean air guidelines by 78%. On the other hand the newly emerging middle class is seeking car ownership, and the local government officials need growth in the car industry to show good GNP and GDP growth numbers on which their performance is judged. Beijing and Shanghai and Anhui province local governments are part owners of some auto companies. About 416,000 people are employed in the Shanghai area auto industry alone and the auto industry in Shanghai pays about 900 millon dollars in taxes, according to government figures. At seven cars per 1000 population car sales are just beginning to take off. And with China's population its clearly not going to be possible to have the same level of ownership as in the US. The same is true for India. This would increase by many times the current demand for crude oil and increase emissions to the point of creating a disaster. And even today because of lax enforcement, and older models on the road, about 40% of vehicles in Beijing have no pollution controls and the other 60% have varying degrees of pollution controls. Experts say changes to the subsidized oil price policy, refineries that produce cleaner gasoline, policies to build more mass transit which has lagged behind in China as car sales took off (and probably more GNP impact from car plants than mass transit which act as inducement for local officials), and stricter fuel efficiency and auto emissions standards are needed....

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The domestic market is declining as Japanese consumers spend even less than before. Household spending declined by 3.5% in February, as unemployment went up to 4.4%. This means recovery based on domestic demand picking up is not going to happen. Exports declined by 46% in February 2009. Even though policymakers are trying to revive the domestic market, Japanese companies are looking for innovative ways to increase exports. Panasonic is making products specifically for emerging markets like China and Vietnam. In cars the domestic market is weak as younger Japanese are not showing an interest in buying new cars. Sales have gone down by half from the peak reached in 1990, and an industry organization expects sales to go to the lowest since 1977. Toyota saw overseas sales double since 1998, but Japanese sales declined by 10%. Sales of beer are declining as Japanese are shifting to drinking wine, so Kirin came up with a cheaper beer flavored drink in 2005 that did away with malt altogether, bought a winemaker. It is expanding overseas with $1.26 billion to raise its stake in Philippines beermaker San Miguel, and $1 billion in National Foods, an Australian company. Japanese are also becoming poorer in a relative sense, with Japanese income per capita not in the top five, it is now 19th in the world. And as the nation's birthrate declines, companies that make diapers like Unicharm are making diapers for the elderly, and products for pets called litter sheets. And Unicharm is expanding its network in China from 300 cities to 500 cities, is targeting the 18 million babies born in China, as well as selling diapers in South East Asia....

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Apple is in a quandary about what straegy to pursue in the large China market. Apple's pricing depends on its image of bringing in exciting new products. With growth slowing in iPhone sales and lack of new products like the iPhone Apple can go after the market of lower end smartphones to maintain growth. In that segment Apple faces strong competition from manufacturers who make products in-house and have the scale to compete effectively such as Samsung. Other manufacturers such as Lenovo are also surging in this part of the market. Sales figures for the smartphone market give some idea of the problem Apple faces. Smartphone sales for the industry slowed to growth estimated at 41% for 2013, compared to 136% in 2012. In 2014 IDC forecasts growth slowing even further to 17% and by 2015 the smartphone segment looks even less promising with only 12% growth. And much of this growth is likely to go to regional smartphone companies such as Lenovo Group of China, and other brands which are better at competing in the lower priced smartphone segment of below $100, say analysts. Apple sales were 7.9% of the smartphone market in China, Samsung had 15.4%, and Lenovo 13.1%, in the 4th quarter of 2012, according to IDC....

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VW opens a new plant in Russia to manufacture 150,000 cars in 2009. Russian sales of foreign brands went up by 65% in 2008. The sales there are 2.4 million vehicles. With the number of cars at 180 per 1000 people, compared to 552 in Germany, most cars on the road already 10 years old, and with a population 1.7 times the size of Germany's, the potential for sales in Russia are significant. VW plans to produce the Octavia and Passat models , later adding Polo and Skoda Fabia models. VW hopes to increase sales in Russia from 3.2% to 10% by 2010, to catchup wth Toyota which also opened a new factory near St Petersburg. In 2008 Toyota sold more than twice the number of cars sold by VW. See VW's progress in other areas in the link to Skoda. The Octavia which it will bring to the Russian market is a success story from VW's Skoda operations in Czech Republic.This is a lower cost vehicle compared with VW's other models. VW is one of the fastest growing brands in Europe, ahead of Toyota, and it does very well in Poland and in Eastern Europe. It is the leading brand in China, ahead of GM. ...

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Xiaomi is China's leading brand. It is very different from other companies in China and America. It is tightly controlled by its founder Lei Jun who has built a loyal following for the brand  through fan clubs and creating an enthusiastic following. Because the firm is run by founder Lei Jun it can make quick decisions to enter a market. Lei Jun was a computer science student in Wuhan in 1987 as China opened up to the world.  By 2017- in three years from being zero in the Indian market place in 2014- Xiaomi had become the largest smartphone company in India. The company was launched in 2010. Profit margins are thin about 1% in a very competitive pricing market.  Metrics are based on revenue per user of $9 per user from an installed base of 190 million smartphone users, spending 54 minutes a day using Xiaomi's app, game and other services, or 20% of the phone use time. Revenue per user comes from advertising, and from commissions on the apps and games it sells to its user base. In 2015 Xiaomi had a loss, in 2016 sales dropped, in 2017 new products led to a resurgence in the market with sales increasing 68%. As Xiaomi goes into its IPO, experts say much of the $10 billion from the IPO could go into reinvestment as Xiaomi reinvents itself and moves into other internet business. ...

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Manuela Mesco's interview with Giovanni Ferrero, CEO of Italy's chocolate company, Ferrero SpA, in Nov. 2013. Ferrero outlines his plans to double the company's sales by expanding outside of Europe where it now gets 80% of sales. Euromonitor estimates show Ferrero with 8% share of the world chocolate market compared to Nestle's 12%. Ferrero SpA's sales are 8 billion euros for 2013. The company started with a small store in Alba, near Turin, Italy in 1942. Its hazelnut and chocolate spread Nutella is a popular product in Europe. Ferrero has expanded by about 45% since 2006, with rising sales of the Nutella and Kinder brands. A path Ferrero plans to take is expanding sales in China and other Asian markets, following up on the popularity of its Rocher brand of chocolates in China. The problems Ferrero faces in the U.S. is the presence of big established competitors Hershey and Cadbury, a fragmented distribution chain, and the uphill task of convincing peanut butter users to try Nutella for breakfast, and snacks. Ferrero is a family owned company and Giovanni Ferrero plans to keep it that way, seeing new opportunities in the chocolate and food market that the Italian company can take advantage of. In doing so he hopes to generate enough growth to compete effectively as an independent family owned company with Nestle and Hershey....

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This podcast in the WSJ takes up a Chinese startup Luckin Coffee that had major investors in the U.S. and China, including big banks in the U.S. and Europe.  The idea is simple- sell coffee in China to aspirational coffee drinkers following western lifestyles using mobile app. It is the story of huge investments and losses, and collapse of a NASDAQ listed company with what the WSJ investigation calls fabricated sales. Why are infrastructure and health, education products starved of capital left high and dry, while billions are poured into such investments with huge losses. All you need is this article in the WSJ of Sept 16, 2015, shown in today's articles. Showing forecasts of rapid growth of coffee consumption for an aspirational western lifestyle consumer in China, and a small mobile app investment to attract investors in a startup -if you refashion the coffee retail outlets as a tech company by selling coffee for delivery/takeout by mobile app. Luckin Coffee in China shown in the podcast in today's articles did this and attracted billions of dollars in investment from investors, including large banks and financial companies in Europe, U.S. and China, only to collapse in 2 years with losses and investigations in China and the U.S. Luckin Coffee soared after its NASDAQ stock exchange listing in 2018 only 1 year after its founding. WSJ calls it "brazen" the effort to add tech hype to a coffee company and have it listed on NASDAQ in just over a year, only to see its sales and value collapse just as quickly. $400 million in convertible bonds losing 90% of their value, the stock losing most of its value and NASDAQ delisting the stock after $311 million in fabricated sales were found as reported in the South China Morning Post. For U.S. investors the problem is that Chinese companies can list on the NASDAQ or other stock exchanges in the U.S., but U.S. investors cannot look at financial records of companies in China. Yet there are basic questions- why is it a tech company? Why are investors like big banks and other large financial investors pushing so much money into such places when there is so much that needs to be done in health and infrastructure investment, and real tech investment? 5G or 6G? Health systems? Ocean Grounds has a coffee store in Shanghai, Pacific Store has coffee retail outlets in China, and Starbucks is still in the business with retail outlets - remember none of these companies are tech companies. In 2017 Luckin Coffee started by making it look techy with a mobile app and refashioned itself as a tech company.  What is so big about a mobile app as there are hundreds of millions of apps. The rest came from making it look like Starbucks, right down to baristas, fancy coffee machines, and opening stores near Starbucks, according to the Podcast in the WSJ.The difference between Starbucks and Luckin Coffee - the price Luckin Coffee would sell for about $2 compared to about $4 for a Starbucks latte. Yet do this by pricing at closer to Starbucks and issuing promotions discounts constantly on the mobile app, that would bring the price to about $2. That is all it takes to make a tech company nowadays. No scientific research, no science and technology, no technical experience, nothing of the kind that led to the invention of the computer chip or the vaccines that are now being developed, or research activity of any sort. Banks, financial companies are willing to channel huge amounts of money into these places and lose it, as they did in We Work, and are doing at companies such as ride sharing app companies, as well as other app companies without any core technological component or value added such as infrastructure or health products. Only it is not the bank's money but the people's money and savings that are deposited at banks and channeled into investments. At the same time as investments in much needed infrastructure and health, education, services that really matter to us as a society, are neglected and starved of capital.     ...

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Chinese company investments in Korean companies are not doing well because of widespread feeling among Korean workers in these companies that the Chinese company is only interested in transferring the Korean company technology to China. Also hopes of selling products in the Chinese market have not been realized. Instead the experience is that the Korean company ends up up laying off most of the employees after being hollowed out. In 2003 BOE a Chinese company paid $380 million for Hydis, a Korean maker of displays for cellphones and laptop computers. After the transfer of technology to build a new display panel factory in Beijing, Hydis was left o hollow out and went into bankrupptcy protection in 2006. Shanghai Automotive Industry Corporation bought a controlling stake in Ssangyong Motor of South Korea in 2004. Shanghai Automotive Industry Corporation, one of China's top state owned companies saw this as a push abroad, as China accumulated large dollar reserves from foreign trade, and a chance to acquire foreign technolgy for SUV and luxury car manufacture. Shanghai Automotive has partnerships with GM and VW to use foreign technology to make cars in China. The Korean economy after the financial crisis of 1997 was opening up to foreign investment. In this climate the Korean side was expecting China to open its market to Korean cars from Ssangyong, but this did not happen. Instead Korean workers say the company transferred technology to its Chinese parent, and after 5 years the partnership is falling apart in protests by the workers, layoffs and bitter battles amid declining sales. The Korean workers even have a word for such foreign companies that have come to Korea, during Korea's opening to foreign investors after the 1997 banking crisis, when Korean firms went for fire-sale prices. That word is "meoktwi", a slang term that means "a thief who eats and runs away." This has hurt China's reputation in South Korea, and its reputation as an enlightened investor in other countries. It also is what may be happening with Taiwanese investment in China in this downturn. Companies like Hon Hai, with its Chinese subsidiary Foxconn, are reported by the Economist to be shrinking their Chinese operations in a large industrial city sized campus employing 250,000 workers in the Shenzen area, to 100,000 workers. That factory city made laptops, PC's cellphones for Western companies using foreign technology....

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Chrysler-Fiat's efforts to ramp up Jeep's global sales in 2012-2014. Plans to build 120,000 Jeeps annually in St. Petersburg. Chrysler CEO Marchionne sees Jeep as Chrysler's global brand. The problem with sales in Russian and Chinese markets is price, because of high import duties. In Russia this can add upto $22,000 to price, and in China $37,000. This put Jeep prices in Russia at about $86,000 for a Grand Cherokee, forcing it to compete with luxury SUV's like Land Rover. Production locally in Russia and China should make Jeep prices competitive. For covering the international market Chrysler's plan is to build 6 Jeep models with new designs for a sleeker appearance as a lifestyle vehicle. In the past the Jeep was seen largely as a off-road SUV in emerging markets rather than a lifestyle vehicle.

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Rapid growth in SUV sales in China in 2011-2014. SUV sales increased by 49% in 2013 over 2012.

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Walmart plans to take a 75% stake in India's online retailer FlipKart for $15 billion. The move comes as Amazon is making an an effort to invest heavily in online sales in India. Amazon plans to invest $5 billion and is making strong gains in the growing Indian online market. This is expected to give Amazon about one third of its revenue growth in the next 3 years. The move by Walmart is seen as a defensive one against Amazon's efforts.

Walmart has 21 Best Price wholesale stores in India which it started in 2009. Foreign owned companies can only sell their own products under Indian rules and this makes it harder for Walmart. Online retailing is away to get around this restriction to sell many products and brands. India is growing in online retail with $35 billion estimated for 2019 by Forrester, this compares with $935 billion in China and $459 billion in the U.S.

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Interview with Gerard Kleisterlee, retiring CEO of Philips Electronics. Kleisterlee led the effort to focus on emerging markets where sales of health care, lighting and consumer products are accelerating. Second quarter sales in emerging markets went up 29% for 2010 over the prior year, and now are 34% of total Philips sales. As part of this strategy Philips is increasing its staff and research divisions in China, to capture part of the $125 billion that China plans to spend on healthcare in the next 3 years. Kleisterlee talks about local competitors in emerging markets who are trying to get a regional or global presence. How Philips is increasing local responsibility, and how it is designing, engineering and manufacturing products specifically aimed at local markets in emerging market countries- as away to compete effectively in these markets. He also points out that it is no longer sufficient to be in the major cities, Philips has to move into smaller cities and into the rural areas to increase sales. He sees consolidation opportunities in Asia where the lighting manufacturing is still fragmented. Responding to a question about Philips still being too old, too male, and too Dutch, Kleisterlee agrees that it is too male and too Dutch for his comfort. Women are a bigger part of his health-care team, but not that much progress in other areas of the company. And he would like to see more local leaders in emerging markets. He sees consumer behaviour changing in one respect- there is an increasing consciousness among buyers for value, and not just for low price points, but at all price points....

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A complete reversal of the Monroe Doctrine (US president Monroe 1817-1825) policies -that kept the American continent north and south free of colonial European powers- is an affront to the US and has cost the US in Latin America. With fentanyl deaths and drug trafficking, migrant trafficking, interference by foreign powers in the Americas In Cuba, Venezuela and other countries, and ports owned by China in South America.  Hong Kong magnate Li Ka-Shing's Hutchison Holdings sale of Panama Canal ports to Black Rock for $23 billion takes place on March 4, 2025. The two ports on both sides of the Panama Canal will now be in American hands. Li Ka Shing started out fleeing from the devastated China of the Sino Japanese war to the British colony of Hong Kong, left school at 15 to work and started out with a small plastics factory in 60's Hong Kong. He then branched out into real estate as Hong Kong's economy expanded, and in the 2000-2020 period with rapid growth of China with US assistance (Clinton and Bush administrations) moved to acquire most of the ports and container terminals in the world. It is these ports that are now being bought back by the US. 23 ports and container terminals in 43 countries will now be sold back by Li Ka-Shing's Hutchison Holdings back to Black Rock under an agreement. None of this could have happened under the lackadiasical policies of previous administrations that led to first affront and then disastrous effects of migrant trafficking and drug trafficking in this hemisphere.   ...

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The concentration of particles less than 2.5 microns in diameter reached 700- 886 micrograms per square meter in Beijing in Jan 2013, 500 is routine. The World Health Organization says a level of 25 micrograms per square meter is safe, above 300 poses risks calling for one to stay indoors. This is the high cost of rapid motorization of China and lack of strict pollution control laws and enforcement for industry. The pace of car sales in the last ten years was extremely fast and unprecedented in comparison to Europe, the U.S. and Japan in a similiar period of development.

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The effects of a health scare about chicken and hormones on China's internet sites is affecting sales of Yum Brands store outlets for Kentucky Fried Chicken (KFC) in China. As most of the stores are company owned compared to 11% in the U.S., this is having an outsized effect on Yum Brands performance. Fast growth in China can be an asset as well as a liability if not carefully handled. Food is an especially difficult field in China with careful management and control of supplies critical. The Chinese public is skeptical about government monitoring and checks of food supplies and pharmaceuticals after years of lax enforcement. Yum Brands has 5400 KFC and Pizza Hut stores in China, 14% of total global store outlets.

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This report in WSJ says China's government faces severely strained government finances. Local government entities sale of land financed 40% of local government revenues in China, and most of these have dried up with the very real loss of confidence in property sector. Government now faces $900 billion in shortfall in revenues says this report. There may be psychological hurdles in China's growth with the effects on mental health from lockdowns in major cities, the revolt in the property sector with home buyers losing confidence in developers, the loss of confidence of foreign investors from US and EU. The dependence on the property sector to carry so large a burden of growth for the last 2 decades in China may now look like an error. The dependence on foreign investment may also be an error as the loss of confidence could mean some withdrawal and a lack of sustained investment.  It could even be said that restraints on both sectors property and foreign investors could have created alternative paths to growth, and reduced the shift of factories from the US and Europe to China that have now caused trade friction and and a reverse shift of investment back to home countries of US and EU. Trade friction has it appears backfired in a way that extends to the overall relationship which could have been prevented by preventing the hyper growth that happened. Greg Ip of the WSJ has argued that compared to Japan's growth in the sixties and seventies from a country of 100 million the hyper growth for a country of 1 billion for 2 decades created a massive impact on communities in US and EU that were dependent on factories that were lost to China. This has alienated large sectors of the public in the US and EU which could have been prevented by restraints on hyper growth in China. Ip says the growth was too large and too fast for the US to cope. It may have permanently damaged the relations between the two countries showing that trade and globalization had unintended effects when left to business which has no comprehension of how the macro developments can affect the relations between the peoples if the other effects in the relationship such as community impacts are ignored which business says is not its role,  and governments staying away from keeping an eye on how it was happening and adjusting for ill effects with restraint and redirection of business policies. ...