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A movie marketing and distribution strategy developed by Focus Features -using the idea of a platform release-for a specialty film, based on a spy novel by Le Carre called "Tinker, Tailor, Soldier, Spy." The idea behind it was to keep costs for marketing and advertising down by targeting groups that would like to see the film. This was done by opening on just 4 screens and obtaining information about the demographics and the groups attending. The next step was to expand this to just 55 screens because most of the theatres were booked with large budget movies like "The Iron Lady" and "The Descendents." The target was set at 800 theatres and Focus Features CEO, James Schamus, decided to wait a few weeks before making the move up to 800 screens.

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The Obama administration denied approval for the TransCanada Keystone pipeline. President Obama made it clear that the decision was made because of the "arbitrary" February approval deadline imposed by Republicans in Congress, and said this "is not a judgement on the merits of the pipeline." The administration suggested that TransCanada reapply. TransCanada CEO Russ Girling says the company is "fully committed to the construction of Keystone XL, and that it "will reapply for a presidential permit and expect a new application would be processed in an expedited manner to allow for an in-service date of late 2014." Experts say the U.S. could reuse some of the studies and analyses and that the process would take 18-24 months. Alberta's premier, Alison Redford, says she believes the project will get approved.

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Jet Blue came to Boston in 2004. At the time it had one gate and 30 employees at Boston's Logan International Airport. The airline now has 2300 workers and 17 gates in Jan 2012. It now has 104 nonstop daily flights to 44 locations in the U.S. and Caribbean, with plans to reach 150 flights by 2015. As American and Delta pulled back to focus on their main hubs, Jet Blue expanded quickly. It started as an airline for vacation travellers, but soon attracted business passengers for the cheaper cost of flights, especially for cost conscious travellers after the recession hit in 2008. Jet Blue also offered better service and more leg room for business passengers. Jet Blue's CEO, Dave Barger, says 30% of traffic into and out of Logan now is for business travel.

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Meyerson points to Germany's success in manufacturing with labor costs that are higher than in the USA. Hourly manufacturing compensation in Germany (wages plus benefits) was $48 in Germany in 2008, and $32 in the USA, according to the most recent year surveyed by the US Bureau of Labor Statistics. Meyerson says American companies are sitting on $1.9 trillion in cash at a time when companies are creating jobs at a crawling pace. Only 50,000 net jobs were created in November 2010. He suggests a new economic advisor for the Obama administration, someone who brings experience and also believes in the US role in manufacturing- Andy Grove, former CEO of Intel Corporation. See Grove's article on US manufacturing and its special role in keeping the American economy strong. He would replace Larry Summers.

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Robert Selander, retiring CEO of MasterCard, talks about the questions he asks and what he looks for when interviewing and hiring for jobs in the organization. His experience in multicultural and multilingual environments like Brazil has shown him the value of not judging by linguistic skills alone how knowledgeable and capable a person is. He asks about strengths and weaknesses, and asks how the interviewed person is going to work on his weaker side to be able to overcome these barriers. He looks for chemistry and initiative, the kinds of things that tell him that that person would be right in the infield with him. For leaders he look for how they have brought in talent and pulled the team together to get a real business together from scratch, if it is a new business.

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Real estate website Zillow says it will partner with brokerage firms, following its acquisition of No. 2 real estate website Trulia Inc. CEO Randy Marsh of Zillow says Zillow was started as a media firm depending on advertising revenues, not a real estate brokerage. As Zillow was started by employees who left Expedia brokerage firms are nervous about the deal, considering what happened to travel agencies following the shift to sites like Bookings.com, Expedia and Kayak. Broker acceptance is important for the success of the combined firms. Brokers rely on the websites for information, but realize they have lost control of the information they once controlled. The two firms have combined revenue of $400 million, but lost money during 2014. Zillow plans to issue $3.5 billion in stock in the deal closing by 2015.

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Sears adjusted earnings before Ebitda are a negative $250-300 million for the period July 26-Oct 26, 2013. Management is reducing investment in the retail stores. As a result there is a deterioration in the conditions at stores making it less attractive for shoppers to go to Sears. There is severe price competition from Amazon and online stores for established retail companies such as Target and Best Buy making it even more difficult for Sears to compete. Analysts say Mr Lampert, CEO of Sears, is an asset manager and Sears liquidation is likely to continue with sale of pieces of the company as it is worth more this way. Lands End, Sears Canada, and the Sear Auto stores brand are expected to be sold to raise cash in this ongoing liquidation process.

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Brazilian animal protein company JBS SA CEO, Wesley Batista, talks to the WSJ's Cowley and Magalhaes about its growth and acquisition strategies. Brazil's National Economic and Social Development Bank, Bndes, has supported JBS with large investments and now has a 20% equity stake in JBS. JBS now owns cattle and chicken properties in North America, South America and Brazil. It sees improving profitability in beef after Japan reduced restrictions on beef imports from the U.S. Batista sees growth coming from chicken as people in emerging market countries consume more chicken. Billions of dollars in investment in the U.S. to buy beef, poultry and pork plants have made JBS the leading company in this market, and the largest chicken producer in the world. JBS investments in the U.S. include Swift & Company, Pilgrim's Pride Corp.

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Comments about Edward Whitacre, who put AT&T together after becomng CEO of Southwestern Bell, and built the new business around cellular, wireless and internet services once the long distance market collapsed. Says board member and leader Kent Kresa, of Henderson and Whitacre, "they are both open to the ideas and opinions of others. I think there will be a good dialogue." Says a colleague Haskell Monroe, on the AT&T board, " he faces the facts, he looks for the truth and he is a person who takes responsibility for his decisions." Says Gerald Myers, a University of Michigan professor and former chairman of American Motors Corp, "he is'nt a loveableguy. He's not going to be your friend. He is blunt, but he is so often right that you accept the abuse."

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Every appreciation of the euro by 10 cents costs Airbus 1 billion euros in lost profits. Airbus sells its planes in dollars, yet it incurs half of its costs in euros. During the last year the euros has appreciated against the dollar from $1.46 to about $1.35. Gallois, CEO of EADS (the parent company of Airbus), compares the currency swings to a sword of Damocles hanging over the company. Airbus response will be to find 1 billion euros of savings by 2010 in addition to cost cuts planned earlier. Airbus under Enders will look to aggressive currency hedging, renegotiating supplier contracts and cutting more jobs. Cost overruns of the A400M military transport plane of 1.4 billion euros are affecting EADS financial results, with loss of 776 million euros in the 3rd quarter of 2007.

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Priorities from voting by 100 CEO's at the CEO Council the week of 17 November, 2008. Swiftly passing an internationally coordinated stimulus in excess of $300 billion was voted a priority of 7.1 on scale of 1 to 9 with nine the highest. Bolstering education for a competitive workforce came in second at an average of 6.9. Speedily stating a clear economic vision, appointing advisers, and sending a strong message about priorities and direction of economic policy, came in third with an average of 6.8. Making a comprehensive energy and environmental policy a top priority, creating incentives for consumers to become more energy efficient, came in fourth with a 6.6 average. A long term tax policy that encourages employment and job creation and enhancing global competitiveness came in fifth with an average of 6.0.

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Obama loses the support of financial executives who do not want to be seen as responsible for the economic failures of recent times and some executives who oppose regulatory initiatives of the Obama administration. Blackstone CEO, Stephen Schwarzman, apologizes for using an inappropriate analogy for the Obama administration's plan for taxes on private equity. He had compared this to the Nazi invasion of Poland in 1939. Somewhat of a serious disconnect between the different parties in this discussion. One reason cited for the disenchantment of financial executives from Dimon and Loeb to Schwarzman, is that Obama was seen as Columbia 1983, Harvard Law, etc, with a similiar background as some of these executives, was thought of as one of them- but not any longer after the heated rhetoric with each regulatory initiative.

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Here are some ways to make for a better day at work.  1. Have what is called a "monk-mode" morning when you just keep out all phone calls and focus on "deep work," without distractions. Every little distraction in the form of a call or some other interruption has its costs in terms of having to refocus and not being able to concentrate on the task at hand as it deserves. 2. Have "meeting-free" days. These are days that you can focus, concentrate on tasks without distraction of meetings. Have walking meetings and meetings where you can walk out in the open for fresh air and some exercize. And no phones at meetings. 3. Replace reading with presenting powerpoint presentations. Have people write out their ideas for others to read so that discussion can be engaged and effective. Amazon CEO Bezos never believed in powerpoint presentations and required staff to write so that they could in the process improve on the clarity of their thinking. 4.  Have weekends free of email. This reduces the stress of workers under a manager who spend time writing and answering emails over weekends when they could replenish their energies and come back charged up on Monday morning for a fresh start on a new week. 55. Grab a coffee with a colleague and do some one on ones talking as one walks around the offices. This was done by Intel's Andy Grove as an effective way to get things done eliminating some of the need for formal meetings. This also provides an opportunity for casual conversation Also laugh and socialize in different ways.       ...

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Shipping and freight statistics show an increase of shipments from Mexico. Trains and truck shipments from Mexico to the U.S. increased by 8.7% by weight in the first 11 months of 2011 compared to the prior year. By comparison shipping containers entering the ports of Los Angeles and Long Beach went down by 0.2% in 2011. Mexico stands to benefit from the shift in dynamics as manufacturing costs in China increase with labor constraints, higher wages, higher commercial land prices and recent Asian supply chain issues making firms wary of unanticipated problems. This is expected to benefit the U.S. with the return of some manufacturig jobs and a serious rethink of outsourcing. Because of highly automated factories and advanced technologies the manufacturing process requires fewer and more skilled operators, reducing the labor component of costs. Carlisle Companies CEO, David Roberts says he is expanding tire manufacturing plants in Tennessee. He says he can make tires as cheaply or cheaper in the U.S than in China. This has serious implications as the U.S. gets down to rebuilding and renewal of its manufacturing industry....

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As Tesla evolves into a mass manufacturer of automobiles it plans to turn to debt and equity markets for more capital. Tesla has about 455,000 net orders for the Model 3, mass market version of its electric car. The production line has to accelerate quickly from production of 2000 Model 3 cars per week at the end of 2016 to 10000 at the end of 2018. A steep jump which Tesla CEO Musk calls "production hell" that he has bought a ticket for.  Part of the problem is being short of capital for its ambitious program. In the past Tesla has planned to have cash on hand as reserve of $1 billion at the end of each quarter. Current plans call on spending $2 billion in cash in the second half of 2017 from the $3 billion in cash on hand at the end of the last quarter. 

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Two realities are affecting exchanges. One is that trading commodities and derivatives is a $600 trillion business worldwide and is more profitable than trading in corporate shares. This shows in the value of ICE and NYSE in the stock market. In April 2011 ICE was valued at $1.5 billion less than NYSE, in Dec 2012 ICE was valued at $4 billion more that NYSE as it makes its bid to merge with NYSE. The other is that the Dodd-Frank financial system overhaul in the U.S. after the 2008 financial crisis has created a new model for derivatives trading providing advantages to regulated electronic exchanges and clearinghouses that handle derivatives trades with transparency. Jeffrey Sprecher, CEO of ICE, the IntercontinentalExchange, which handles derivatives trading through its clearinghouse operations, says: "For the past decade, our solutions made our markets increasingly electronic and increasingly clear. Today, financial reform is imposing that vision on many markets through a rule-making process." Bart Chilton, a member of the CFTC which regulates derivatives trading says Dodd-Frank legislation supports the business model of derivatives exchanges. This is especially true for Mr Sprecher and ICE. Sprecher has a good relationship with regulators with whom he talks directly, and is supportive of CFTC efforts to close loopholes as he is confident he can make money as long as the rules are clear. His confidence stems from his model which is technology based from day one, with its own clearinghouse and technology based transparency of the ICE data vault, information it shares with regulators. Sprecher stumbled upon this opportunity. He is an executive in the power industry. Working on developing power plants Sprecher found it was difficult for power firms to hedge investments in energy with financial contracts because there was no well organized, clear and transparent market for such contracts. This he set out to do by buying a little know exchange in Atlanta for buying and selling electricity, later getting the the backing of BP, and investment banks such as Goldman Sachs and Morgan Stanley, to form ICE in 2000. Banks liked the idea of a having an organized clear place to buy and sell derivatives in oil and other commodities, and having an alternative to the Chicago Mercantile Exchange in futures trading. Swaps trading under Dodd Frank supervision is converting to old style futures contracts where there is less competition for ICE's futures trading creating new opportunity. ICE setup its own clearinghouse, and acquired the Clearing Corporation, which was the base for a derivative called credit-default swap. To make derivatives trading transparent and reduce systemic risk Dodd-Frank legislation required exchanges to provide information to data warehouses which would then share the information with regulators. ICE setup its own data warehouse to do this called ICE Trade Vault. Dood-Frank rules envisioned the formation of clearinghouses and exchange such a ICE to provide a clear process, transparency and reduce systemic risk in derivatives trading. ICE under Sprecher by making this vision its own and using technology has created new opportunity. ...

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The declining prospects for construction and heavy equipment manufacturers in the Chinese market with the slowdown in growth in China. This affects Caterpillar Inc, Volvo AB and Komatsu Ltd. Between 2008 to 2010 investments in machinery, construction projects and other types of fixed assets went up by 61% to $4.36 trillion. China's domestic manufacturers Sany Heavy Industry Co. and Zoomlion Heavy Industry Science and Technology Co. also expanded during this period. Now analysts see demand in China as having collapsed compared to the earlier period. Monthly sales of hydraulic excavators for July 2012 declined by 23% to 5886 units, and first half sales were down by 38%, according to machinery trade association. China's stimulus spending also contributed to the surge. The new stimulus planned for 2013 is more selective in investments and much smaller because of overcapacity and overbuilding in many sectors. Some investments such as John Deere's new plant under construction in China and two in Brazil also under construction, will move forward at a slower pace and impact margins. Cummins CEO, Linebarger sees the situation continuing throught he second half of 2012 and recovering gradually in 2013. The slowdown is not deterring construction machinery equipment manufacturers. Caterpillar CEO, Doug Oberhelman, sees demand accelerating after the lull and is slowing its plan to double workforce in China to 11,000, and quadruple excavator production by 2015, but not idling assembly plants so that he has inventory on hand for a recovery. Exports of made in China excavators is also an option, and exports increased 115% in July 2012, over the prior year. But this may be based on manufacturers belief that the drop in demand in 2008 and recovery in 2010 will recur, which may only result in higher inventories as the current stimulus is much smaller and selective. The Chinese government plans to follow the DRC/ World Bank Report and is moving away from the large role of state run firms in the economy....

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A plan appears to have been put in place by the U.S. and the European Union countries to strengthen the American position in negotiations with Iran underway in Istanbul. The impact on oil prices and on U.S. and E.U. growth as a consequence of higher oil prices, especially when the eurozone countries faced lowed growth, was one of the ways Iran hope to blunt the tightening of sanctions against Iran's nuclear program. It now appears from information released by the International Energy Agency that a plan was implemented by the Saudis in recent months to build up reserve supplies. At the same time a similiar effort was being implemented to increase production in Iraq and Libya so that it would add to reserves added by the Saudis. Daily output from OPEC countries increased by about 1.4 millon barrels in the Sept 2011- March 2012 period, as the confrontation with Iran took shape with increasing pressure using sanctions on Iranian oil, according to the IEA. Of this 1.4 million barrels a day increase, one third is from the Saudis and the rest from Iraq and Libya, according to IEA. In March 2012, OPEC oil production increased by 135,000 barrels a day to 31.4 million barrels, mostly from higher output in Iraq. The Saudis have filled up domestic oil inventories and placed an additional 10 million barrels of oil in storage close to markets in Europe and Japan. This suggests that this was part of a quietly implemented plan in cooperation with the U.S. and the EU countries to increase the effectiveness of sanctions and protect global oil supplies from disruptions; even as the U.S. pressured Japan, S. Korea, India and other countries to reduce purchases of Iranian oil. The economies of India, the EU and other countries were already beginning to feel the impact of higher oil prices in the 1st quarter of 2012....

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Greg Ip cites the case of Texas, where businesses helped defeat anti-transgender  legislation, as an example of how businesses have decided it is best to cut reputational risk. Business now generally supports being friendly to gay, transgender, and domestic partners in their policies. This is because business generally favors stability and the status quo, says Ip. Business is known for staying away from extreme positions, being more open and tolerant as a way of doing business.   Where large business is located in big cities, gay and transgender, climate change, are seen as accepted changes, not as liberal causes. For this reason most of the CEO's on Trump advisory councils resigned after the president's controversial remarks critical of both sides in the Charlotte car attack. Ip cites the situation businesses in the South faced in the 1960's when their stores were boycotted after they opposed desegregation- most lost sales and customers with the negative publicity. The situation today is that business is now moving away from reflexive support of Trump or Republicans, says Ip. Mainstream Republicans are also distancing the party from the fringe elements in the party.  ...

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The OPEC meeting in Qatar in April 2016 to stabilize oil prices with a freeze in production is not likely to affect supply and demand. Saudis and Russia are producing all out, and Iran plans to increase its production, making it difficult to reach an agreement. The International Energy Agency, IEA, predicts demand will rise by the end of 2016 from 94.8 million barrels a day to 95.9 million barrels a day. Production is at 96.4 million barrels a day, and this is expected to lead to narrowing the gap between supply and demand. Experts say cars are becoming more fuel effficient, and electric car technology is becoming commercially viable, leading to a lack of growth in demand in developed and middle income countries. This may have to be factored in for the intermediate and long run for demand growth.

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Sorkin looks at the period when Carly Fiorina was an executive at Lucent Technologies. He cites Donald Trump's comment in the presidential debate about Fiorina's time at Lucent, that "it was not a good picture." Questions relate to how Lucent at the time used financing of customers to buy its products to improve results. Vendor financed transactions and sales were an issue raised in Fortune magazine during Fiorina's unsuccessful 2010 Senate campaign. Several books on Fiorina also raise this issue. In one of the books by Peter Burrows, Prof. Khurana at Harvard points out that the creative accounting and ample credit offered to customers had a lot to do with Lucent's results, and Fiorina's appointment as HP CEO would not have happened had this been known. Lucent's later downfall came with layoffs of 50,000 employees in 2001.

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Jack Ewng's interview with Norbert Reithofer, CEO of BMW, in Nov. 2012. Reithofer tells Ewing about the time in 1997- 2000 when he was in charge of the BMW Spartanburg plant in the U.S. Reithofer made a list of problems and presented this to managers. Managers at the plant told Reithofer that in the U.S. the company did not have problems, it had challenges and every challenge was an opportunity. This made a deep impression on him and he sees the current problems in the European auto market in that light. BMW has an agreement with unions to cut production quickly as it did in 2008, if there is a sharp decline in the market. It will continue to invest in R&D, bring out a light weight battery powered car in 2013, and build a new factory in Brazil.