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Former South Korean president Lee Myung-bak becomes the fourth person indicted in the Samsung scandal. The case shows close connections between family run business companies and the government in South Korea. The case brings up the involvement of Mr. Lee in the pardoning of the Samsung chairman who was convicted of tax evasion. In this case Samsung made payment in  legal fees of $6 million to an auto parts company DAS Corp. A South Korean court resolved a dispute about the owner of DAS ruling that he was the auto parts company's actual owner. Lee was president from 2008 to 2013. His successor Park Geun-Hye was sentenced to 25 years for corruption that involved Samsung and Hyundai Motor, as reported in the Wall Street Journal. 

In recent years and with the election of president Moon Jae-in South Korean public sentiment has turned against the involvement of business, particularly Samsung, in the nation's politics.

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Mullaly's experience at Ford, its culture, changes he has made and the gradual improvements that are taking place and showing up in better quality cars, cars for a global market with all global product capabilities focussed on developing top rated cars and all energies focussed on fewer car brands, the Ford and Lincoln brands. But as results improve the test will be how well Ford can withstand the difficult conditions ahead as consumption is sure to decline, and sales of cars drop with it as carmakers go through 2008 and 2009. The decision to focus on profitability was a critical choice made by Mulally and shows his instincts are right to let Ford's market share drop to its natural level and cut production to cut inventories and let ford scale down into a smaller but profitable and reilient company. The other was to focus on global cars and global product capabilities under Dennis Kuzak. And the third move to get marketing right with Jim Farley taken by Mullaly from Toyota's marketing organization. And the focus would be only on the Ford brand and logo, so Mulally will close Mercury models and sell the premium luxury brands except Volvo with the sale to Tata Motors. The market and stock price is responding and Ford has already shown a profit of $750 million in the second quarter of 2007 by being able to sustain higher prices with fewer cars to sell. The Fiesta compact goes on sale in the US in 2010 and this with the redesigned Focus and other models will show how far Ford can go. The risk is now more in the economy as BW estiimates show a $3 trillion overhang of overspending that occurred over the last decade that will have to be worked down by US consumers and so one can expect a continued and protracted decline in sales not just for Ford but for all manufacturers in the USA market....

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U.S. companies are required to use a discount rate that reflects current corporate bond yields for future pension liabilities for workers. The low interest rate environment supported by the Fed increases these liabilities. Some companies including Ford Motor see increases in the liabilities even though steps are taken to reduce the amount on the balance sheet. This is a major problem for companies with defined benefit plans- for Ford, GM, Chrysler, Boeing, Dow Chemical, Verizon, AT&T and other large companies. Ford plans to put $5 billion in its pension fund in 2013, close to what it will spend on plants, equipment and developing new models. In 2012 Ford's unfunded pension liability increased to $18.7 billion. Ford reduced pension liabilities by $1.2 billion through buyouts for salaried workers. Having to reduce the discount rate from 4.6% to 3.84% ended up increasing Ford's liabilities for pensions on the balance sheet. Boeing faces a similiar problem.It plans to put $1.5 billion in cash in the fund to reduce unfunded liabilities in 2013, following $1.6 billion it put in 2012. This still leaves the unfunded pension liabilities at 26% for Boeing....

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Ford's ability under Mullaly to shrink its losses to $45 million in North America in the first quarter compared to $613 million same quarter 2007, build best quality into its cars, and shift its product line dependence from SUV's and light trucks to cars, and shift to a globalized way of doing business in global markets that include the USA, at the same time as it brought an innovative approach to union participation by letting the union own part of Ford Motor, all in a relatively short period of time is certainly remarkable. To take a demoralized company and get it back on its feet with all the spunk and spirit it needs to compete takes a leader like Mulally.

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The Chevy Volt GM's plug in electric car comes out in 2010. Toyota plans to bring its plug in electric car in late 2009. A company in China, BYD, has already come out with an electric car, the F3DM, priced at 150,000 yuan or $22,000. By contrast the Chevy Volt is expected to be priced at $40,000 when it comes out in 2010. Essentially this gives the market leadership to BYD, because it would have 2 years of experience with its cars on the road, and $40,000 is just not a commercially viable price if a competitor can sell it for half the price. So how does BYD do it? Wang Chuanfu is founder and chairman of BYD Co. a battery and car maker. BYD has built up low cost, high quality and highly motivated research and development capabilities. Wang put together about 10,000 technicians and engineers, many fresh out of colleges and technical schools in China. As it learns the efficiencies of manufacturing and design it is able to bring this to bear on the H3DM improvement, for introduction of other new electric car models. And this technical capacity comes at a much lower cost in China compared to western countries. Wang's focus on this area making it possible to price at $22,000. The CEO of Mid American an Iowa based energy producer with majority stake ownership of Warren Buffett, was attracted to BYD for this very reason, and bought a 10% stake in BYD for $230 million. Wang believes there is a more level playing field in electric cars because of the simplicity of their design and fewer parts, making for a faster move up the learning curve. Electric cars have just 2 motors (45 parts each) and 2 gearboxes (60 parts each), a total of 210 parts excluding nuts and bolts. BYD's gasoline car the F6 has 1400 powertrain parts, 840 parts for the V6 and for transmission 560 parts. Says Wang, this puts all of us on the same starting line. The F3DM is the first real electric car being able to go for 60 miles exclusively on electricity on a full charge. A car that can go 180 miles on one full charge called the BYD e6 is planned for 2009. BYD uses iron-phosphate technology which is safer because of stable chemicals and less chance of fire from overheating. This is a key criteria for this lithium ion battery technology for cars. The Chevy Volt battery being developed by A123 company at MIT uses a similiar technology. BYD started with lithium ion battery development years ago. Its founder Mr Wang was fascinated by batteries when he studied metallurgical physics and chemistry in the mid 1980's for his Masters degree. He found a research position at the General Research Institute of Nonferrous Metals in Beijing, then decided to form his own company BYD in 1995, to develop lithium ion batteries with about 20 engineers. Experience was gained selling batteries to Samsung, Nokia and Motorola. In 2002 the company went public on the Hong Kong stock exchange. Wang was attracted to the idea of electric cars at this early stage even though he did not know how to drive. In 1998, says Wang, he had his engineers start upscaling development from cellphone battery technology to electric car battery technology. At the same time to pursue his vision for the development of electric cars Wang made the decision to learn car development by making and selling gasoline cars. The first car was a small sedan called the F3 brought out in 2005. By the last quarter of 2008 the F3 was one of China's best selling automobiles. Demand for BYD's F3 and F10 models is growing even as car sales are dropping in China, helping BYD to gain in car sales relative to Cherry Automobile and Geely Holding, two of the largest competitors. ...

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Following positions heading manufacturing in 2006 and the expansion of Ford's China operations in 2008, Joe Hinrichs is now president of the Americas group in 2014. Hinrichs is responsible for the product launches in 2014-2015, including the new aluminium body F-150 pickup. Hinrichs supported a strategy for expanding SUV sales in China, which helped increase Ford market share to 4.4% in China in 2013. He started at GM after getting an electrical engineering degree from the University of Dayton in 1989. He is one of the younger managers who came up through manufacturing and feel at home in factories, talking to workers telling them why things should be done a certain way, and problem-solving on the factory floor. Apple CEO Tim Cook also started in manufacturing, with roots in Alabama, and joined Apple in 1997 as Apple struggled with quality issues in factories.

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Ford Motor Company's $5.9 billion loss in fourth quarter 2008, and its decision to draw down its $10.6 billion credit line. Ford has $24 billion in cash and carries a debt of $25.8 billion. Job cuts have already reduced employees from 122,000 in 2006 to 75000 at the end of 2008, about a 39% decrease. Analysts say a lot depends on how 2009 turns out. If as expected there is a continued sharp downturn from here and things don't get much better even with the stimulus spending during the second half of 2009, then losses in the magnitude of the $5.9 billion loss for 4th quarter 2008 may happen. In that case Ford may have to look for government assistance.

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Is G.M. pushing too early for an I.P.O. offering in the fourth quarter. Would a year or more of good results improve the chances of making an I.P. O. on attractive terms. By then the proceeds could be used to invest in growth, fund healthcare and pension liabilities, instead of just offering an exit for the government.

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The poor performance of GM shares since its IPO offering. GM shares in July 2012 were 41% below the November 2010 initial offering price. Ford was at its lowest level in 2 years. One problem facing both automakers is the weakness in European sales. A second is the uncertainty for U.S. sales in a weak economy.

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Mary Barra, 49, is appointed as the new leader of global product development at GM. Her background is in engineering, manufacturing and human resources. Barra is an electrical engineer who has been with GM for 30 years, was a vice president for global manufacturing and engineering, and manager of a Detroit assembly plant.

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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.   ...