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Procter and Gamble's new CEO, Robert McDonald, set a new goal of over half a million customers a day for five years, hoping to add people in remote villages of China, India and other developing countries for its shampoos, toothpaste, diapers and other products. In many places people are not even familiar with the products like diapers, and need education about the benefits and use. McDonald sees the potential as just "absolutely amazing, amazing." And under the prior CEO, Lafley, progress was made in Mexico, and developing countries are now 32% of the $78 billion in sales, up from 23% four years ago in 2005. Sales are doubling every 4 years in these countries. In Mexico the marketing at low price points throughout Mexico has moved sales per capita to $20, which compares to $1 for India and $3 for China. The idea is to move China, India and places like Nigeria up to the Mexican level. McDonald sees sales growth of $40 billion with this move. Distribution is a challenge, and new ways to use these products and their design for low price markets and local customer habits is needed to make this a success. Families that don't use diapers are encouraged to start using them only once a day at night to promote restful sleep, and young girls are introduced to feminine hygiene pads. Shampoo is in tiny packets for 1-2 uses and may cost no more than an egg. Even though this puts P&G in head on competition with better established Colgate and Unilever, P&G executives see the efforts of all 3 companies actually helping to educate the people in using these products and broadening the market for all. ...

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Feldstein emphasizes the need to help homeowners with a plan he suggested back in June.. And suggests spending by the government to build infrastructure, other spending initiatives to stimulate demand, and rebuilding military capacity. Spending he suggests should be large enough to make an impact, as the loss of household wealth from falling home and stock prices could result in a loss in aggregate spending of $300 billion or more. He points to the need for urgent action.

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On April 20, 1996 the story of the merger of Ciba Geigy with Sandoz was the first story in notes made that day for Lyrarc from the WSJ Europe. This was during a trip to Europe. Ciba Geigy and Sandoz had become part of the home medical kits in Asia and Latin America by the 1960's, and their story had to be told to millions of people in these countries bringing Basel, Switzerland, to the world. Sandoz was founded in Basel in 1886 as a chemical company in Basel, Switzerland, and entered pharmaceuticals business in 1900. Ciba Geigy was formed in the 1850's as a chemical company for dyeing silk fabrics and entered the pharmaceuticals business in 1930's. The two companies were merged in December 1996 to form Novartis. Today Sandoz is the generics manufacturing part of Novartis. As prices of generics have declined Novartis CEO Narasimhan is planning to sell or spinoff Sandoz. With this move Novartis will focus solely on innovative drugs, says this report in WSJ. CEO's have also shifted fin the 25 years since the merger of Ciba Geigy and Sandoz from one with family connections to one with a professional background from India.   ...

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This report by NYT's Choe Sang Hun shows in a brief and lucid manner the charges against South Korea's president Park Geun-hye, as the National Assembly votes on a motion to impeach her.  Her close friend and advisor, Ms. Choo Soon-sil, is involved. Ms. Soon-sil is accused by prosecutors of seeking favors from corporations such as Hyundai, and using the help of the president or the administration to secure these favors. This includes contracts for companies and foundations run by Ms. Soon-sil. In the proceedings before the National Assembly business leaders of the nation's largest companies have confirmed that they could not say no because of requests coming from the administration and the presidential office. About $69 million of donations to the foundations were made. The conglomerate Lotte donated $6 million for a sports complex to be built so that Ms. Soon-sil's company Blue K could run it. Prosecutors say these companies feared retaliation or tax investigations if they did not comply with requests from the presidential office. Other charges are about national intelligence and this relates to orders from president Park to an aide to give 47 classified documents to Ms. Choi Soon-sil between 2013 and 2016. Choi had no security clearance and the documents showed who would be appointed to top government positions including national intelligence director. The opposition in the National Assembly says this violates her constitutional obligations. The constitutional guarantees of freedom of the press were violated say opposition leaders because a newspaper's president was fired for covering Ms. Choi's activities. ...

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Any Asian conflict involving China would in a few months destroy Apple's value, CEO's would change quickly, and Apple policies change to shift entire production to India and the US in a rapid shift. Tim Cook would be seen as having gambled against America's interests, unresponsive and failing after repeated warnings.  Apple's goal of sourcing from India by 2027 a mere 26% of its iphones, means that a decade after USTR Lighthizer and DJT started the task of reshoring manufacturing to US and allies in 2016, the No. 1 outshoring company would still be making 75% of its dollar value iphones in China. A degree of overconcentration that would make no sense considering that Apple's 75% of manufacturing would be entirely at risk in 2027 after repeated warnings and inaction. The only option for Tim Cook in 2025 is to come up with new goals of shifting a minimum of 50-60% of its dollar value product manufacturing for iphones to India by 2027. . Tim Cook as Apple CEO has done little to prevent the overconcentration of manufacturing in China since 2016. About 10 years after DJT was elected to bring manufacturing back to India or close allies the simple idea of diversification was not implemented. Why? Having set up this system starting in 1998, a system that did not exist before that tiem when Steve Jobs hired Tim Cook with a winning formula to Make in China, a country just emerging from its Communist phase of failed state economy. By 2008 in 10 years the infrastructure was built in a backward largely agricultural economy that was rapidly modernizing under a market economy with state run capitalism under the Communist Party experiment. The Bush Obama 16 years were ones with America not responding to the challenge posed by this new system which could create huge surges in production capacity with focus on key technologies and flood markets. The next decade after 1998-2008 was one of rapid growth of this experiment which combined with design and engineering in the US generated few jobs in manufacturng in the US, but huge profits with huge margins fro a low cost base with a high image and technology innovation product. Lighthizer, Navarro, Jamieson had already sounded the alarm for American manufacturing and loss of jobs in 2016.  America's deindustrialization was becoming a bigger challenge by 2020 so that president Biden continued the policy of reindustrializing. In 2025 China 2025 Plan that was a warning in 2016 is already a reality with China flooding the world in solar panels, and ready to flood the markets overseas with electric cars. Apple may only get a reprieve, this exemption is not the same as the last one. National security is an issue, key technologies need to be protected. There is only one more opportunity to rebuild American manufacturing and keep promises.     ...

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A senior Indian diplomat, and former ambassador to China, Gautam Bambawale, says China's action in the June 15 clash at Galwan Valley was the worst violence since 1967. He sees it as a premeditated and well thought out action. His view is that India's relations with China will deteriorate further. That this was an action by the PLA to take territory to what it sees as the LAC or border. For small tactical gains he says "China has strategically lost India." This will impact trade and other relations going forward in his view.  Nothing of this sort was expected says Bambawale. All the agreements put in place since 1993, everything for tranquillity at the border, all the mechanisms, have now collapsed. Bambawale has provided a very lucid and clear account of the relations and the border issues. He goes on to say that Chinese observers have given reasons for the Galwan clash with PLA- that India should stay away from the US and other democracies such as the European Union. Some reflection shows that the opposite has happened. And further reflection would show that the same situation was repeated in the period of transfer from British Empire to Republican India, and from Nationalist China to Communist China from the period 1947 onwards. Different perceptions and different leaderships that gave the perception of gaps between the two countries. In the 1950's after the Korean War Chinese perceptions about India could have led to the incursions that brought China to the borders of India in 1950, similar perceptions of gaps in development and capabilities could have led to the conflict in 1962. From 1993 peace prevailed with India after China entered the World Trade Organization under president Clinton in 2001 following a 10 year effort. Because the focus in China was on development after a series of crises, internal sense of a widening technological gap with the US and Europe, disagreements with the Soviet Union, and the experiments with market economy, internal struggles for democracy. With that period coming to a close as the new trading relationship has led to working class losses in factory jobs in the US, China is faced with protecting its economy as it and the US look at changing supply channels and how it affects both countries. It is a critical time for China as it faces governments in US, France, UK and Canada determined to protect their own interests in manufacturing jobs, renewing supply channels, and in technological advancement. The response is similar to that in 1962 when seen from the Communist party perspective as a gap has opened up with India following China's progress in the 30 year trading relationship with the US and Europe. That gap and the difficult situation China faces today with the US and EU in trade and technology has brought forward the Galwan clash and future clashes in Ladakh and at the border.  As Mr. Jaishnkar, India's Minister of External Affairs as well as former ambassador to China,  has pointed out this is a very different aspirational India that China faces. The same kind of grassroots development that happened in China and rapid pooling of capital, human resources and technology inputs for development is taking place in India, and will continue for the next two decades, quickly bridging any gaps in modernization between the two countries. The difference between a youthful population in India and aging population in China and Japan, is likely to add another dimension. China's Buddhist culture that came from India is not likely to go away, more likely is that China will see a revival of Buddhist ideas of wellness and living more as culture than religion. The experience with British colonialism that prevailed both in India and China, and which from its base in India caused so much grief to China during the Opium wars will recede from memory. Extending borders from historical memory of Japanese incursions into border areas in Manchuria could have led leaders after 1950 in China to extend borders to remote areas in the Arunachal region of India and communist theory books may have created the perception of defensive moves. In the context of an aspirational India similar to China, and no real intention on the part of India to extend itself in any way to China's provinces in Sichuan, this extending of borders as a defensive move will be seen as stemming from memories of Japanese incursions in the 1930's, but simply costly and not relevant in any way to China's own aspirational development and progress. ...

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Shell's new CEO in 2014, Ben Van Beurden, says Shell needs to "sharpen its performance" after a decade of efforts to boost production and heavy spending on long term projects. Shell's 4th quarter 2013 earnings showed profit was 71% less than the prior year as spending surged. Cash flow was exceeded by spending on capital projects, acquisitions and dividends. He told a news conference profit was "too low" and spending too high. Big projects had in his view "convoluted" things for setting targets for cash flow and production. He says Shell will suspend plans to drill in the Arctic and will not drill in Alaska.

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Abbott Labs acquisition of Piramal Healthcare for $3.7 billion gives it 7% of the Indian market. Acccording to IMS Health emerging markets drug sales for 17 countries went up from $42 billion in 2000 to 126 billion in 2009. Anlysts expect 70% of global growth to come from these areas in next 5 years.

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Li Qiming gets a six year prison sentence for drunk driving and manslaughter. Defence lawyer says the legal process was flawed in this case.