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Peter Robinson of Uncommon Knowledge (Hoover Institution) interview with Robert Thomson, CEO News Corp. on March 29, 2014. Much of what Robinson has described in this interview comes out to be true. He says here in 2014 that anything Google touches it devalues. Thomson is saying that by aggregating content as an outsider this creates this condition of devaluing the content. Google and other social media companies are not creators of the content. The WSJ, NYT, BBC. Le Monde and others create the content. When Google and others like it acquire so much power over  distribution of the content it creates a situation where distribution becomes vastly more important than the creation of the content. This is inimical, says Thomson, to creators and creation of the content. Hidden here is that this power is acquired by engineering it from the start. The distribution platforms are not regulated, and are not restricted by anti-monopoly laws, so that the technologies can be designed around products that give maximum power and revenue potential to distributors of content like Google. Content become almost an after thought- it is there simply to be exploited by the distributors of the content who invent the technologies or shape these technologies after acquiring them in a monopoly environment. Otner dangers posed by distributos of content becoming door keepers to "knowledge" in society are that they treat all content good and bad as the same. Some creators of content are also unwittingly adopting strategies that pose other dangers to society, to competition, to an educated public, including News Corp. News Corp strategy is to create affinity, to create communities for content. When actively done and pursued in excess by powerful creators of content such as New Corp. this leads to the fragmentation of civic society into groups not generated by honest discussion among civic minded people, but by revenue generating artificially created groups where the affinity is exploited by the creator of content as an outsider. This is inimical to society, education, honest discussion of civic minded people, and of democracy itself. ...

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The Wright Amendment is a 1979 law named after its sponsor U.S. House Speaker, Jim Wright, that restricts flights out of Love Field in Dallas to nine states. The idea was to give a distinct advantage to American to build a giant hub in Dallas at DFW International Airport without having to worry about competitors taking off from Love Field charging lower fares. American is able to charge higher fares out of Dallas than from other cities. Southwest is fighting to have the law overturned with a campaign. In the early years Southwest was a discount commuter airline to 4 cities and catering to Dallas area business customers. Southwest founder refrained from fighting the Wright Amendment because of American's superior financial and political influence in Congress. It is only as it has grown tremendously that the Wright Amendment has looked more and more "ridiculous" in CEO Kelly's words.

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A food scare for Danone's Dumex baby formula brand in China hurt sales. Danone has decided to swap the Dumex brand for additional stake in China's dairy company Mengniu, for a 12% stake in the company. Danone will focus on ecommerce business in China which has grown rapidly to about 461 million consumers as more baby food products are sold online. About 7% of total sales are from China for Danone. Danone has also decided it will keep the medical nutrition business line because of better future prospects. Earlier Danone sold off its majority stake in a joint venture with Wahaha in China. Business decisions at Danone are made by two executives Mr. Ribaud and Mr. Faber, the CEO. Fresh dairy unit of Danone faces several challenges, including rising price of milk, and margins dropping from 15% in 2010 to 10% in 2014. Fresh Dairy generates over 50% of revenues.

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Sorkin discusses the speech made by Hillary Clinton at NYU's Stern School of Business on her capital gains tax plan to encourage long term investing by giving the current tax break of 23.8% tax on capital gains for the highest tax bracket only in year 6 following the investment. Black Rock CEO Fink is one of the supporters of delaying the current capital gains tax - his proposal was to treat capital gains favorably only after 3 years, and then decrease the tax rate on a sliding scale for each year following. Sorkin says the Clinton and Fink proposals come at a time when a useful discussion can take place on this issue to provide the right kind of incentives to investors, CEO's and their boards of directors. Hillary Clinton was clear about her proposal's intent- to support "outside investors who want ot build companies," and to disincentivize "cut-and-run shareholders."

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Same store sales continued to drop for the fifth consecutive quarter for Best Buy electronics retail stores. Best Buy shares have declined by 32% as of September 14, 2011. Best Buy has 1,100 stores in the U.S. and competes with online retailer Amazon for electronics sales. Investors see Best Buy management's plans to reduce square footage by 10% as too slow a response to a developing crisis for big store sales. Best Buy CEO, Brian Dunn, says about 40% of online purchases from Best Buy are picked up at its stores. He sees a role for retailers with physical store space because, as he sees it, customers still want to see, touch and feel the latest tablet or other electronic gadget. Critics say customers are prone to use the stores to look at products, and make the actual purchases online at Amazon, where no sales tax is paid.

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The Obama administration announces its decision not to allow offshore drilling in the eastern Gulf of Mexico or off the Atlantic coast through 2017. This is a shift from earlier policy. The Interior Secretary said the department will gather new environmental information about drilling off the coast of Alaska, which could postpone activity there. The Interior Department will also conduct "supplemental" environmmental analysis of Shell's plan to drill an exploratory well in the Beaufort Sea in 2011. Political factors may have influenced the decision, as the Obama administration is looking for business interests to support its other energy and climate change priorities, as part of what Interior Secretary Salazar called "a balanced package." Salazar cited scientific concerns. The President of the Ameican Petroleum Institute, Jack Gerard, said he failed to understand how a March 2010 decision based on science could go through a complete reversal now.

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Sale by Credit Suisse of a $2.8 billion porfolio of bad commercial property loans to Apollo Management for $1.2 billion. Banks were reluctant to take big losses on boom time real estate loans after the financial crisis of 2008. As a result few sales with big losses ocurred. Banking profits and better financial conditions in late 2010 makes taking losses on bad loans easier to absorb. Demand for distressed assets from private equity funds has pushed up prices buyers are willing to pay. Executives at private equity firms say banks are definitely lossening up. Kingsley Greenland, CEO of loan-sale advisory firm Debt Exchange, says banks are getting more aggressive, not only marking the assets appropriately but moving forward with selling the assets. Debt Exchange sold commercial real estate loans on behalf of 38 financial institutions since October 2010, compared to 19 in the last quarter of 2009.

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Southwest prepared for jet fuel at $3.30 a gallon by passing on cost increases to passengers. Now it is preparing for jet fuel at $3.50 a gallon, CEO Gary Kelly said in an interview. The acquisition of AirTran in 2011, increased the size of Southwest by 20%, and is expected to generate additional revenue synergies of $400 million to $500 million. It also gives Southwest access to Atlanta and increases the number of cities served from 72 to 94. Kelly sees additional opportunities for growth in the lower 48 U.S. states before looking at markets in overseas destinations close to the U.S. Southwest has an order of 100 bigger and more fuel efficient 737-800s from Boeing. Boeing's Max jets are expected to be delivered in 2017. Other opportunities for growth will be expansion from Dallas Love Field to more destinations beginning in 2014.

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Subaru makes 80% of its cars in Japan compared to 21% for Honda. Toyota also makes a larger percentage of its cars in Japan. The swing in exchange rates bringing the yen to 116 to the U.S. dollar is likely to benefit both exporters. Experts expect both companies to launch a product offensive in the U.S. market and and not start a price war with American makers. Subaru sales of Forester and other models surged 18% in 2014 to about 500,000 cars in 2014. Toyota is the largest shareholder of Subaru's parent company Fuji Heavy. Fuji shares have quintupled since Nov. 2012. Subaru has always pursued a strategy of making in Japan to keep high product quality, according to CEO Yoshinaga, with half of its sales coming from the U.S. market. For the year ending March 2015 Fuji Heavy net profit is expected to reach $2 billion.

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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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The WP's Adam Taylor gives readers glimpses of Ukraine's and Crimea's history. The Crimea was at various times part of the Greek and Roman Empires as Taurica, the Mongols, the Khanate since 1400, and part of the Russian Empire since 1783. About 60% of the population is Russian in the Crimea, 12% Tartars. Under the Soviet Union it was first the Crimean Autonomous Socialist Republic till 1945 and then Crimean Oblast, an administrative region of Russia. It was made part of Ukraine by Russian premier Krushchev in 1954, Krushchev himself being a Russian who came up through the Ukrainian Communist party. In Dec. 1991 a referendum was held in Ukraine, 54% of Crimean voters favored independence from Russia. Crimea remained part of Ukraine with autonomy including its own constitution, and legislature. A 1997 treaty allowed Russia to base its Black Sea fleet in Sevastopol, Crimea.

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Speakers at the National Summit in Michigan agreed that the US's traditional role of leadership was slipping away. The causes were attributed to many things including a less than rigorous educational system to a lawsuit happy legal system. The second theme that emerged was that government is not the problem or the cause of what is happening. Beth Chappell, CEO of the Detroit Economic Club said that "a new era of cooperation and collaboration between business and government" is taking place. She defined the needs of the private sector as:, stable and predictable policies that alig with the nation's longterm goals and a policy of leaving the choosing of winners and losers to the marketplace. Another theme at the summit was the opportunity facing American companies as the problems facing the country are addressed and the country heals from the wounds inflicted by the bubble economy.

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Views of Paulson, Summers, Rubin, Murray in a discussion about the long term finances , the stimulus, tax cuts, Lehman's collapse, at the CEO Council in November organized by WSJ. Summers put it this way "we are going to need some impetus to the economy for two to three years." Summers points to demand based stimulus as key and only middle class tax cuts helpful for demand based rebounding the economy. But with all the needs, to help financial institutions, health care coverage for 50 million uninsured, education, energy, he does not see tax cuts as the biggest priority. Summers also sees the net cost of aid to financial institutions as the right number, as investments in the finance sector should be seen as assets even if one has overpaid for a house one is living in, as compared to spending on a vacation which is money thats gone.

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Amy Hood growing up in a small town in Kentucky, then a move to Nashvile, Duke and HBS. She joined Microsoft in 2002 on its investor relations team. She moved into management the same time as Nadella who is CEO. Before the pandemic Microsoft's capital expenditures and investments cost about $16 billion. It is now 4 times that at $64 billion. It is Amy Hood's job as Chief Finanacial Officer to see that all that money is well spent for products with demand. AI services bring in about $10 billion annually.  Yet this may just be deflecting by Wall Street of the real question about the funding needs that are being neglected in education, health care and child care, when huge amounts of capital are being diverted by capital markets in ways reminiscent of the warnings of Franklin Roosevelt at the Democratic Convention of 1932. Warnings that the whole capital markets system was not working right, was only defunding the vital needs of the American people. ...

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Jenny Strasbourg of the WSJ provides this much needed report from London about the courageous decision by AstraZeneca and Oxford University to give vaccines away at no profit to the whole world, to billions of people in Africa, Asia, and Latin America. Without this brave decision by a British company and a British University the world would be a lot poorer, more variants could have happened, making us realize the great contribution Britain has made and how indispensable it is to the planet. Add to this the effort of Indian companies including Serum Institute that provided the manufacturing facilities and capabilities for making most of the British vaccine. AstraZeneca delivered 2.3 billion doses of the vaccine globally as of mid-December, according to the company. The International Monetary Fund estimates that low and middle income countries received 3.25 billion vaccines as of Dec. 11, About half of this or 1.6 billion doses were Astra Zeneca shots. This is a bigger share than any other vaccine by far and a life saver to the world. AstraZeneca stepped up early in a true to the best ideals in Britain to meet the needs of the world-  aiming to deliver 3 billion doses in 2022 and sell them at no profit as long as the pandemic continues. As the shot does not need cold storage it is ideal for India and other Asia, Africa and Latin America. "We are all very proud throughout the company of the impact we have had," says AstrZeneca CEO Pascal Soriot. By far the biggest manufacturing was done at Serum Institute of India which supplied 1.3 billion doses of the AstraZeneca vaccine to 70 countries. Mr. Modi pushed forward the export of vaccine made in India to the world from the beginning in the same spirit of cooperation and the best ideals that Britain was living upto. Serum Institute can produce as much as 250 million doses of vaccine a month making it possible for India to tackle the vaccination population of 1.3 billion people.   None of this could have happened without Oxford University and AstraZeneca and Indian companies with Mr. Modi's active support living up to the best ideals of Britain and India for the world. "When you add up the benefits to humanity, I think you'll find the vaccine holds up pretty well in terms of the ill health it has prevented, and the deaths it has prevented," says John Bell, a senior Oxford academic who in 2020 guided the University through its vaccine-partnership talks with Astra Zeneca. Because in the real world AstraZeneca shot has held up so well it is also a choice for booster shots. ...

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Mid 2007 look at GE and conversation with its CEO Immelt.

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Epic Systems of Verona, Wisconsin, is one of the companies engaged in digitizing health records. It has helped develop records for 40 million patients in hospital systems such as Cedars-Sinai Medical Center in Los Angeles, Kaiser Permanente, the Cleveland Clinic, and John Hopkins Medicine in Baltimore and the Weill Cornell Physicians Organization of New York. Epic provides the software, the IT systems, the training and support. Epic is one of the pioneers in this, having been in the business for 30 years. About 40% of primary care doctors in the U.S. and 25% of hospitals use electronic patient records. The Federal government has provided $2.7 billion in funding from $27 billion of Stimulus funds assigned for the purpose of conversion to electronic medical records. This is likely to speed up the conversion. Other providers are Cerner, Allscripts, Meditech, Siemens Healthcare, G.E. Healthcare, and IBM. Epic Systems is considered the defacto standard in the industry for medical schools and some of the major hospital systems in the country. New contracts are leading to a major expansion of Epic Systems which employs 5100 people. Epic plans to hire an additional 1000 people. Revenue for the privately owned company are estimated at $1.2 billion, a 45% increase over the prior year. Epic is expected to have 127 million patients under medical records by mid 2013. To get the feedback essential for such a large conversion, CEO Faulkner relies on feedback from 250,000 doctors who use the Epic systems software, and on nurses and doctors from Epic who visit customer's sites to see first hand how it works and what needs improvement. Judith Faulkner started Epic more than 30 years ago. A project for the Psychiatry department led to other projects after she graduated in computer science from the University of Wisconsin. Epic continues to attract programmers to Wisconsin by making the Epic campus a fun environment and a great place to work. ...

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Treasury Secretary Paulson's remarks to the US-India CEO forum in Mumbai.

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AMR announces it will purchase 260 A320 planes from Airbus and 200 additional 737's from Boeing. This is the first order from Airbus since the 1980's. Airbus and Boeing have agreed to $13 billion in lease financing to fully cover 230 deliveries . AMR president Horton says financing has been arranged for all othe orders from 2013 to 2016 and for 80% of 2017. This is critical because AMR is still losing money. Its second quarter loss increased to $286 millon from $11 million the prior year. Total debt is at $17.1 billion on June 30, 2011 compared to $16.1 billon the prior year, and cash balance at $5.1 billion the same as prior year. The new order will help reduce fuel costs. They will use 35% less fuel per seat than the old MD-80 planes according to AMR CEO Arpey. The new engines on the aircraft deliveries of A320s and 737s in 2017 and 2018 will provide even more fuel efficiencies compared to the 737s and A320s for this model year. For this reason Standard &Poors says the large order and financial commitment by AMR does not affect its ratings. It said the order will result in an airline that is over time more profitable because of the fuel effiencies gained but also more heavily indebted. S&P estimates of fully adjusted debt are at $24 billon. For Boeing the order means a decision to go with a new engine 737 and not an all new model that would succeed the 737. The technology was there says Jim Albaugh, CEO of the Boeing commercial plane unit, but the production system was not clearly understood to get production to 60 planes a month and avoid delays. For Airbus the AMR order is a significant advance. Except for Southwest which has an all 737 fleet, AMR was the last holdout without any Airbus planes. And the decision by Boeing to stay with a new engine 737 means Airbus wil not have to worry about Boeing leapfrogging the A320neo, which is anew engine A320. ...

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Steve Jobs, the co-founder of Apple and its CEO, passed away on September 5, 2011. He helped create the Macintosh, the iPod, iTunes, the iPhone and the iPad, changing the way people work, listen to music, or work and communicate with portable handheld devices. He made significant contributions through the devices he helped create by making them easy to use, look and feel good. By making as he said "the whole widget," both the software, hardware and other design, and a relentless focus on how the products worked in the hands of consumers, Jobs was able to come up with unique products like the Mac, iPod, iphone, and the iPad. The pioneering work of Jobs began early, in 1977 with the first Macintosh computer, and continued through 2010 with the introduction of the iPad. Jobs first first period at Apple lasted from 1976 to 1985, closing when Jobs left the company after differences with then CEO John Sculley. He rejoined the company in 1996 when Apple acquired Next, the company founded by Jobs in the intervening period. The first period saw the emergence of Microsoft in the personal computer world. In 1997 Apple accepted an investment of $150 million from Microsoft and told Mac fans that "we want to let go off this notion that for Apple to win, Microsoft has to loose." Microsofts Office software could be used on Mac computers by this arrangement and helped Apple survive this period. Later in a 2005 address at Stanford University, Jobs told students about the first period: "The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life." Jobs personal story is of being college dropout from Reed College, Oregon, where he dropped out after one semester in 1972, because of financial issues. He then worked parttime at Atari, and in 1975 associated with the Homebrew Computer Club where he met Apple co-founder Wozniak. He was the son of unwed parents, University of Wisoconsin grad student Joanne Carole Schieble and a Syrian exchange student Abdulfattah Jandali. He was adopted by Paul and Clara Jobs shortly after birth. ...

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The merger between U.S. based Omnicom Group and France based Publicis Groupe SA, two of the largest ad agencies. The merger is a response to the increasing shift to digital advertising, the shift to advertising being sold in automated trading, and data driven analysis. In all these shifts digital companies such as Google and Facebook have strong advantages. Around 22% of global ad spending is now digital, according to emarketer, with forecasts showing this going up to 27% by 2017. Automated buying of ad space is taking off. U.S. advertisers are expected to spend $3.4 billion on real-time bidding. Omnicom's CEO, John Wren tells analysts: "Digital buying of media is done by machines, as if you are standing on the floor of the Nasdaq as opposed to traditional media shop. I hold the long term belief that eventually traditional media, or a lot of traditional media is going to be purchased that way." Just as computers have upended the environment for traditional players such as the NYSE creating new opportunities for Intercontinental Exchange (ICE), computers and the internet are changing the advertising environment. CEO Levy of Publicis Groupe SA says the data explosion, Big Data, is also creating a new playing field in which companies such as Google and Facebook have advantages. In a statement about the deal he says: "the communication and marketing landscape has undergone dramatic changes in recent years, including the exponential development of new media giants, the explosion of Big Data, blurring of roles of all players and profound changes in consumer behaviour." The merger will provide the new company the scale to develop these resources to compete with digital companies like Google and new entrants such as Salesforce.com and Adobe Systems. Omnicom has agencies BBDO, TBWA Worldwide, media buyer OMD. Publicis has Leo Burnett and Saatchi & Saatchi, media buyer Starcom MediaVest and digital agency Razorfish. The new Publicis Omnicom Group will have combined revenue of about $23 billion for 2012, and passes WPP Group PLC's $15.95 billion revenue. It will still be much smaller than Google with about 3 times WPP's revenue, and Google's advantage in storing trillions of pieces of data about user behaviour....

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With a third of the land below sea level Netherlands is acutely aware of the effects of climate change. In 2022 one of the wettest regions in Europe is facing drought and water shortages.