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Reorganizing a large and ineffective sales force at H-P is one of the biggest challenges facing new CEO Mark Hurd, who took the job in 2005. Under CEO Carly Fiorina the situation had deteriorated. The H-P sales force has become a large bureaucracy which takes much longer to get things done, with the added problems of duplication, redundant layers of management, delays getting approvals and so on. Corporate customers had difficulty reaching salespeople, and getting simple tasks done such as price quotes or getting a sample product took way too long for customers. Salespeople spent only 30% of their time in front of customers, with the bulk of their time spent navigating the large H-P bureaucracy to get things done. Out of 17000 salespeople only 10000 sell to customers, 7000 or 40% are in support or administrative positions. Four people from different groups can be found chasing the same customer, and different quotes from different salespeople cause duplication and confusion. H-P corporate salespeople did not specialize in any particular product area. And salespeople used 30 different types of software to track sales because of years of acquisitions, including the acquisition of Compaq. There are 11 layers of managers between the CEO and corporate customers. Hurd's solution was to organize the sales force so that it was responsible for specific products and specific countries, similiar to the situation he had seen at his previous company NCR. Responsibility and authority for decisionmaking were matched and clearly assigned. Each salesperson had a narrower focus and was to be limited to 3 accounts. H-P's 2000 corporate accounts would have just one salesperson to interface with. Sales would only use one type of software from Oracle Corporation. Changing an organization the size of H-P is a slow process. A year after these changes, the VP of Information Technology at Lear Corporation, says he still does not know who has been assigned as the salesperson for Lear. He has not seen much change in H-P sales. Hurd also reduced the number of employees by 10%, or about 14,500 people. After these layoffs the layers of management have been cut from eleven to eight between Hurd and the corporate customer, still too big a set of layers. ...

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The Labor department reported that unemployment surged to 10.2 % in October 2009. 190,000 jobs were lost in October 2009. Ther breakdown lokks like this. Construction lost 62,000 jobs, manufacturing lost 61,000 jobs forming the bulk of the job losses. Its interesting to note that only 16,000 jobs were gained in the federal government and 16,000 jobs were lost at the local government level making the net gain zero at the government level. And what was gained in the health care sector 28,700 jobs and in educational services 10,700 jobs for a total of 39,400 jobs was completely offset by 39,800 jobs lost in retail sector. The useful point here is that local governments are hurting and retail sector is hurting and little is going to change this as long as job losses continue and the gains at the government level and healthcare and educational services are simply offset by losses inretail and local government. This situation will likely ocntinue into 2010. The losses in manufacturing are likely to continue. A sample of companies like Eaton, Boeing and John Deere shows that 2010 will not generate many jobs. Eaton has decided to have its 55,000 employees take aweek of each quarter, so there is one twelfth work capacity unused which is where Eaton will turn to before hiring. At Boeing there are layoffs of 10,000 planned but its also hiring 3800 workers for anew factory in South Carolina, and at John Deere 452 workers will be recalled in November but in December there is aplanned shutdown. A September Survey by Business Roundtable found that 13% of firms planned to increase employment in the next 6 months, but 40% planned to cut payrolls. So manufacturing looks to go on like this in 2010 with slowing but continued job losses. The numbers show that in October the median number of weeks it takes to find ajob up to 18.7 weeks which is the highest number since the sixties. What gets ignored by the small print you find it in the Wall Street Journal is the broader unemployment rate which is 17.5% when you include those who have stopped looking, those who work part time but need full time work and the marginally unemployed. The rates jump for younger workers here and in Europe also. ...

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Interesting when 53 economists were surveyed by the WSJ 51% attributed the rising fuel prices to demand from China and India, only 15% attribute it to supply constraints, and 15% attribute it to foreign exchange issues and 11% attribte it to speculation. That is that 3 times as many economists think demand from China and India is the culprit compared to supply constraints, and twice as many economists think foreign exchange speculation and central bank issues are the cause than supply constraints. Why? Once you remove this outsize demand from China and moderate the growth there then the supply constraint does not become so critical. In previous years declining prices made exploration less attractive or the fact that price was not stable going up and then coming down making it difficult to invest based on a stable return. Now the basic component of additional energy for countries like India and China's people increasing demands could be accomodated within existing and new supplies coming onstream, without the red hot demand component of growth rates at above 10% and close to 10% in India and China exacerbating prices upto some current estimates of $200 per barrel. In effect the price spikes would reverse the demand growth, and the essential needs of more people needing everything from electricity and fuel and gasoline to improve living standards in China and India at a moderate pace would prevent oil prices from falling to levels that make aggressive search for new oil finds and increased production from more difficult locations unattractive. This would correct the previous imbalance where exploration at low prices near $30 or $40 a barrel and uncertain price levels made for little new exploration while consumers were on a consumption binge in the use of gasoline which created this present situation. And in future oil at sustainable price levels would make it easier to meet the needs of poorer people in countries like China and India as more aggressive growth resumes at some future date after this expected worldwide slowdown. So correcting the previous and current imbalances helps to create a better situation in the future to better meet the hopes and expectations of millions of people in the developing countries for better nutrition, better electricity supplies and other needs of modern living....

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What are the systemic effects of one of the automakers going out of business? It affects the whole supplier base. This is the case in the event of a liquidation of assets, closing Delphi and so on. This was mentioned by Wagoner as the alternative and not prepackaged bankruptcy with DIP set aside loan for warranty financing which some experts are advocating in combination with a government loan with strings attached including a change in management. Some of the strings are covered in a New York Times editorial reflecting public opinion on the democratic side on this issue, and that includes removal of current management of Detroit auto companies, and fuel efficiency targets raised higher than legislation passed recently under heavy lobbying pressure from these automakers. Contraction of automakers and job contraction should be differentiated from liquidation of assets. The contraction of automaker jobs not just at the Detroit companies but also at Japanese plants in the US is going to happen even with a government loan to Detroit as Honda is also reducing its workforce and this will happen at Toyota also. The carefully planned bankruptcy with carefully and fully addressed warranty and other issues could be made to work along with sufficient government loan money in the $50-$70 billion range in return for equity and other conditions, and its not clear why the management of the Detroit auto companies see it as impossible and not just difficult, when they are already facing considerable difficulties in this market and with public opinion. Rampell talks about how jobs lost are not recoverable, and this is fairly obvious considering that the Japanese and the Germans are unlikely to relocate in the same areas that Detroit has located its plants , and prefer to go and build green plants to specification, and hire very carefully so that workers with the Toyota or Honda frame of mind are hired to work there. This can change depending on individual circumstances but is what they generally prefer to do. Also its important to bear in mind that forecasts that are being used of 13-14 million vehicle market in 2009 are just guesses, it could turn out that the sales drop to something like 10 -12 million vehicles, in which case there will be contraction of jobs on a large scale even at the Japanese and Korean and German plants which there is even now but on a smaller scale. ...

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Chancellor points out that economists from Irving Fisher in 1929 to Ben Bernanke in the mid-1990's have often played the role of academic shills during each successive period of "This Time its Different, " claiming that there was some new event, technology, or innovation, that justified higher valuations of assets and higher institutional debt levels. He quotes Walter Bagehot who says about merchants and bankers of his day-" they fancy the prosperity they see will last always, that it is only the beginning of a greater prosperity." The significance of the book is that it suggests an hypothesis that is quite different from the general idea in 2011 that there won't be a protracted period of slow or marginal growth after a bubble of this nature. Because the bubble is also in other countries, in countries of the euro-zone, China, Turkey, Brazil, and other countries, the situation takes a much longer time to heal.

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Galston of the Brookings Institution says globalization has hurt workers in manufacturing with job losses and declining incomes. It has produced outcomes that have favored some industries such as tech, and not others such as automobiles which in the past helped create the broad middle class by offering good paying jobs to people with less than a college education. Immigration has created an issue that political leaders outside of the main parties have appealed to in France, the U.S. and Britain. The result is a polarization in the voters that has rarely been seen to this extent before. The middle class in the period from the 1950's to the 1980's is not the middle class that we see today in Europe and the U.S. The 2008 financial crisis added to the problems with the slow and uncertain recovery for some groups such as white men, the less educated, students, and people on minimum wage. 

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The government's rescue of Fannie Mae and Freddie Mac has so far cost $145.9 billon. According to the Congressional Budget Office its eventual cost could reach $389 billion. The federal government has put the companies on conservatorship and has a 79.9% stake in the companies. The federal governmet also provides a guarantee that investors will be repaid. By buying loans from banks and other companies that originate loans, Fannie and Freddie were ostensibly in the business of promoting home ownership. The implicit governmet guarantee of Fannie and Freddie's activities in the housing market had the potential to create a huge government liability if the activities are not run well, and this is exactly what happened. By pushing hard for increasing home ownership to unsustainable levels - setting a target in 2001 of creating six million homeowners by 2014 for instance way beyond what was sustainable for the finances of prospective homeowners- it only fueled speculation, easy money and a bubble in housing in the U.S. As investors get paid with the government guarantee, it is Fannie and Freddie that is ending up with ownership of foreclosed homes- one every 90 seconds in the the first quarter of 2010, according to an estimate. The two companies owned 168,000 homes in March 2010....

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There appears to be a conscious deliberate decision by the Chinese government and policymakers to shift the economy from low-end technologically unsophisticated and polluting industry, that pays low wages with little worker protections, towards technologically sophisticated, environment respecting, and higher wage industry. This does not mean textiles are out, but textile companies that are larger better managed, able to introduce newer technologies and produce higher quality product- that command higher prices in the world market and therefore also able to sustain decent wages and worker protection- are in. Phasing out the smaller shops and the poorly run or deliberately polluting and labor exploiting companies run from Hong Kong or elsewhere. The general shift is to be a leader in products which are value added either by technology or human capital, such as better trained more knowledgeable workers. This is similiar to the shift Japan made after the sixties, as it moved from a rural to a urbanized society and textile companies like Kanebo became technologically sophisticated, while small shops withered out, and Japan gradually shifted into automobiles, electronics and chip making. The noticeable difference is that Japan with a prewar industrial base and a smaller market protected its home market for Japanese companies, whereas China lacking this prewar industrial base let foreign investment and companies overseas bring in equipment and use low cost Chinese labor to supply western markets. And it turned a blind eye to labor protections, at least till it had built up its own industrial base and knowhow with policy requiring Chinese partners in industry and technology transfer. Economic winds are also doing the job. Inflation, Chinese goods prices increased by 4.6% in May according to the U.S. Commerce Department. This is a result of the Chinese government requiring worker protections and decent wages and stricter pollution enforcement resulting in increased energy costs. For years the U.S. and other countries depended on China for low cost goods and the demand for low cost goods depressed margins which resulted in legitmate costs such as pollution control technology, worker protection and decent wages, being ignored. China is now left with heavy environmental cleanup costs, and a bad image internationally as a heavy polluter. The huge external trade surpluses China has built up exceeding a trillion dollars have pushed up the value of the yuan making Chinese goods costlier in world markets, and apparel and shoe makers in developed countries seeing Vietnam as a better lowcost alternative. The story of this phase of Chinese industrial development can be seen in a town like Honghe, a 90 minute drive from Shanghai, which has half of its 100,000 residents working in 100 factories and 8000 shops that knit, dye, package and ship some 200 million sweaters a year, bringing in according to local government estimates $650 million a year. Now many of these shops are idle and mirant workers are returning home. To see the subtler signs of the Chinese policymakers hand note that even visa policies have been tightened to make it harder for foreign buyers to visit Chineses factories and trade shows. Also the Chinese government has raised the minimum age for workers in these factories from 16 to age 18 and so on. And the impact is being felt in places like Honghe near Shanghai, Shengzhou another city near Shanghai which makes one third of the world's neckties, and in Dongguan in Guangdong where its toy, shoes shops close. The change also shows how quickly things can change in the world economy. Only 3 years earlier in 2005, Jiaxing Yishangmei Fashion Company, a family owned company was booming and had just landed Walmart Stores as a customer. Now Walmart no longer sources from this company. Analysts say that the Chinese sweater industry was probably overbuilt, with about 6 cities in China claiming to produce more than 100 million sweaters annually. A wave of consolidation could boost efficiency, and bring pressures to innovate rater than compete only on price. And many Chinese economists, and policymakers think China has relied too much on cost-cutting and simple production models to increase exports. A researcher at the Chinese Academy of Social Sciences thinks such a high dependence on foreign trade is not good for China. For the US and Japan this researcher says that trade is equivalent to 20% of gross national product and by contrast for China trade is equivalent to an extreme of 75% of GNP. ...

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Prof. Jeffrey Wasserstrom of UC Irvine reviews Henry Paulson's "Dealing With China." Paulson was head of Goldman Sachs investment bank and Secretary of the Treasury 2006-2009, the period of the global financial crisis. He made 70 visits to China since his days at Goldman Sachs and calls Chinese leaders Jiang Zemin and Jinping "old friends." He established the Strategic Economic Dialogue in the Bush administration for dialogue on economic issues with China, and setup the Paulson Institute at the University of Chicago to focus on China-U.S. relations. One of Paulson's points is that China's financial system faces a day of reckoning, with large losses and many restructurings. Wasserstrom's review looks at Paulson's view of dealing with China and points to a sense that it needs updating because by the time the book is published a lot has changed with the new Jinping administration. The new administration in China is more assertive in foreign affairs, and less tolerant of both the corruption that became part of the Chinese capitalist development inside a state run one party system, and of the voices for more openness. It also has placed tight controls on the Internet. Jinping sees a constructive role for the Communist party in the future as China makes economic reforms away from state run enterprises, and is working to strengthen the party through discipline and anti-corruption initiative. The reckoning Paulson mentions, Krugman and other experts have described in other language- not as a reckoning but that China was no exception and would face the same problems that the U.S. and the eurozone faced since 2008 from financial excesses. In this sense Paulson's views and interactions with the Chinese leadership may represent another era, a period of exuberance when some of these financial excesses were being built up. Today's economic team of Jinping and Li Keqiang is more focussed on making sure the transition through a economic crisis is managed carefully, keeping in mind the risks for China considering its history, and the situation where China is still a "middle income country" with aspirations for further development to improve incomes and living standards. Their view is that tight control is needed as China makes this transition to a less state enterprise dependent, and more consumer economy, so that there is no loss of the gains made so far. A different set of skills and deft management of the economy is needed, making Paulson's views from another era less relevant. External influences such as managing the complex China-Japan relationship as both countries become more assertive are creating another dynamic in Asia, which Chinese leaders may see as requiring careful management, making Paulson's experience less relevant for a new period with new challenges. For the U.S. the economic cooperation with China now occurs with an added political dimension. Of concern for the tight control, seen as not forward looking and not bringing more constructive voices into the system, and the new complexities of carefully managing the changing U.S.-China-Japan relationship in Asia. ...

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Consumer Reports is published by nonprofit advocacy group with 640 employees. It is based in Yonkers, New York, and was founded in 1936. It takes no advertising and answers only to buyers of the magazine and to consumers. Its labs based in Yonkers test a whole range of products and Consumer Reports does not hesitate to put a "Don't Buy" rating on products. In June it pointed out the defect in the Apple iphone that made it lose reception when the left corner was touched by a user. It tested the Lexus 460 a few months ago, and when it found that it was a rollover risk, Consumer Reports gave it a "Don't Buy: Safety Risk" rating. The magazine has come up with new contraptions that test different products. In the 50's it created a smoking machine that accumulated what was left of a smoker's inhalations in a container device. And it was credited by the Surgeon General's Report in 1964 warning of the dangers of smoking, as having done some of the serious research on the subject of smoking dangers. The magazine suffered a loss in 2001 of $9.4 million, but has since recovered under the leadership of Guest, who had earlier served as chairman. Guest moved the testing to more expensive products like Lexus cars and made another important decision. He expanded testing so that when it came to laptops, cell phones and flat screen TV's (which were becoming rapidly popular in the market), the testing would be ongoing. Guest moved announcements and postings of new product results to the internet and online subscriptions have tripled in the last 7 years. As a result the company has been profitable since 2003. Other decisions have been to add user opinions and comments, buying Consumerist.com which puts up reader opinions, and to attract younger readers. And though initially feared by scientists at Consumer Reports, who preferred to avoid user opinions and stick with the scientific facts, the moves have not affected its credibility. About 7 million subscribers subscribe to Consumer Reports, and about half of these subscribers pay $26 a year for access to its website, ConsumerReports.org. This makes it one of the handful of information publications that have paid digital subscribers, including the Wall Street Journal Online, which has only a fraction of the subscribers of Consumer Reports....

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Father Hesburgh became president of Notre Dame in 1952, at the age of 35, when Notre Dame was a small university known for football and theological studies. He greatly increased the size of the university, hiring new faculty, increasing the endowment fund from $9 million to $350 million, and changed polcies so that women were admitted in 1972. The endowment fund is now $9 billion. Father Hesburgh played a prominent role in the U.S. and was close to presidents Eisenhower, Kennedy, Reagan, Carter and Clinton. By the time he retired in 1986 after 35 years as president of Notre Dame, he was considered the most effective university president in the country, and the most influential priest in the U.S. He fought for civil rights, for peaceful protest on campus, and brought lay control through a secular board to run Notre Dame. In all these issues he stood up for his progressive views when faced by opposition from the Vatican and the U.S. government. Following the Second Vatican Council of the mid 1960's, Father Hesburgh initiated greater involvement of lay Catholics in the Mass and practices of the Church. At a meeting in Land O'Lakes, Wisconsin, 1967, a group of Catholic educators led by Hesburgh put forward the position that the pursuit of truth should be the ultimate aim of Catholic higher education in the U.S., not religious indoctrination. In this way Father Hesburgh created a new level of credibility and respect for Catholic based education in the U.S. Ironically Father Hesburgh was not a big football fan and refused to pose for a picture of him with a football, insisting that collegiate sports not influence higher education. His passion from his early years was to be a chaplain in the U.S. Navy. In fact he had to be dissuaded from going to the Navy as a chaplain in 1943, to stay on campus at Notre Dame to train naval officers during the war. Hesburgh was born in Syracuse in 1917 to an executive at Pittsburgh Plate Glass Company, and studied at the seminary on Notre Dame campus and in Rome for advanced degrees in philosophy and theology. He died in 2015 at the age of 97, having placed a large imprint on the shape of American higher education in the twentieth century. ...

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The Detroit News Daniel Howes draws UAW leader Gettelfinger's attention to how serious Obama is about this auto loan not being a bridge to nowhere, and how Obama expects union, management and others to kick old habits and start building areally viable competitive future. Howes thinks Gettelfinger and the UAW may be doing what they did before in kicking the proverbial can down the road, as they said they would ask Obama and Democratic leaders to help the unions take out clauses for unions to do their part in the road to recovery that are stated in the term sheet for the loans. Howes reflects Detroit opinion in favor of the loans and helping GM, UAW and management get the bridge loan, but here he makes a marked shift in view. Howes accepts that the situation now is where with a bailout weary public and Democrats in the new Congress (more keen on getting energy efficiency and a competitive car industry than helping out the UAW and current management), and Obama, are not likely to support the old habits and ways of the car industry, its unions,its old managements and boards, and its old way of doing things. Howes is even skeptical of Wagoner's claim that he is going to reinvent the company. There are only 3 months between now and March 31st and the term sheet for the auto loans says the time between now and then should also be used to prepare for an orderly bankruptcy with government support and financing in place. No less than in a place like Detroit this columnist is calling for serious attention to be paid to what this term sheet implies and the public mood is saying by all concerned. In a sombre message to union bosses and management and politicians, Howes says its Big Three communities that would be paying their own prices as CEO's, union bosses, politicians and bankers, played chicken with other people's livelihoods and lost anyway. So the bridge loans given that there are only 3 months to come up with plans and action for viable futures for GM and Chrysler, are in fact a serious step for the last act before an orderly bankruptcy takes place, unless every stakeholder gets his act together. ...

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Questions raised about Dr Pazdur's decisions at FDA for anemia drugs made by Amgen and Johnson and Johnson. Dr Pazdur is head of the FDA office that regulates oncology drugs, all cancer drugs. Dr Pazdur's review process and decision shows how reviewers are human and their own experience helps determine what they see prominently. His experience with his father who suffered severely from the side effects of steroid drugs would make him aware of the the other effects of drugs. He is an oncologist, his wife is an oncology nurse, and some relatives have died of cancer, so he has lived with cancer patients. It appears from close associates that he like open communication and hears all sides but makes the final decision himself. He had an experience with a drug for lung cancer Iressa made by Astra -Zeneca, which the FDA approved based on testimonials, but not enough statistical evidence, which later failed and approval had to be withdrawn. This may have made him more inclined to look for strong results and statistical evidence before concluding on the safety and effectivenes of a drug. An approach evident with Amgen's anemia drug. It also appears that the FDA is not clear on whether the drug's effectiveness is to be judged by what result, is it whether it prolongs life only that counts, or whether the effectiveness in relieving significantly the symptoms of a patient even if life is not prolonged. There is the controversy surrounding the FDA's rejection of a drug by Genta Inc Genasense that relieved patient symptoms for leukemia but did not prolong their life. These and other questions continue to give sleepless nights to people at the FDA and outside as the drug review process faces difficult balancing act between what to give importance and what direction to take with a drug in patient's interests. In Dr Pazdur's case this is made more difficult as he thinks every day of his father who died in 1979 and suffered from the side effects of steroid drugs, went blind when Dr Pazdur was only a teen, and had pulmonary fibrosis and diabetes. He is described by doctors who trained under him as gentle but did meet a patient's eyes and tell him that he had to come to terms with his disease. ...

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This shows that the US and the EU are today more affluent than 100 years back but with it has come a dangerous neglect of healthy living that is destroying happiness for people as they reach the age of 70 yers. A lack of education about healthy living in schools and society is showing up.  Only 10% of people in US and EU have good cognitive, physical and mental health in a major study from 3 Universities. The study tracked 100,000 people over 3 decades their eating habits and exercise and other variables and was done by University of Montreal, University of Copenhagen and Harvard. It shows how the quality of life has deteriorated in the US and the EU as diseases become more chronic for the heart, diabetes, and higher prevalence in population of obesity and substance use disorders. So that older people have more conditions and few can live healthy lives- less than 10% if this study is an indicator of the state of the Nation's health. One of the findings is that a plant based diet with moderate animal protein such as diary and fish is the best for reaching 70 years of age with the best quality of overall physical and mental health. ...

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The plant in Tychy, Poland where Fiat turns out 500,000 small cars a year, one every 55 seconds. Chrysler engineers are now visiting this plant to see what can be done with small car production. The Fiat 500 is turned out here. Its Fiat's best effort in terms of quality. Zdzislaw Arlet, is director of the Tychy (pronounced TICK-ee) plant. He says the right combination of robots to individual workers was critical to achieve efficiencies and to have the flexibility to switch to different Fiat small car models depending on which is selling more. This enables the Tichy plant to operate round the clock six days a week. About three years ago workers were assigned an individual ID that is stamped on the sections of the car that they assemble so any problems at the end of the line can be traced to the source. As a result of these efforts defects have fallen from 20% in 1996 to just 4% now, and the time to have a car roll out of the assembly line has been halved.

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Joseph Stiglitz writes that keeping the dollar as the reserve currency is no longer the option. He tells us that it comes with some hidden costs such as a weaker global economy. Having developing countries keep hundreds of billions of dollars in the US in low interest earning reserves makes no sense considering the needs of developing countries, and the improved prospects for the USA and Europe in exports to a growing developing country economies. He points out that a new global reserve currency, with an orderly transition, may be the most important reform to ensure the longterm health of the world's economy. Its bad for the USA to keep exporting T-bills, says Stiglitz, as it does not create jobs. And its bad for all concerned as it lowers global economic growth. Especially he says when it is so unseemly for developing countries not to use the money to improve living standards in their own countries, with the help of exports from developed countries, that in the end improves global growth and the global future....

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FactSet Research Systems shows that of 13,339 ratings of U.S. listed companies 96% were buy, hold or overweight. Only 4% were sell or underweight. Mike Mayo describes the difficulties he faced giving true ratings of banks that reflected loan and other problems- in over 2 decades as a bank analyst- in his book "Exile on Wall Street." A significant culture change is required, says Mayo, for the hundreds of analysts who do the ratings to perform their function of providing proper scrutiny of companies. The clout of banks in the American capitalism of today also works to the severe detriment of the economc system to perform the way it should. He says the U.S. should look to the Financial Services Authority in Britain for the kind of actions that are needed for the financial sector supervisory officials. He points out that the FSA fired many of its existing staff and looked for new talent, at the same time increasing the salaries and benefits so that regulatory supervisors were not looking for opportunities in the private sector....

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The problems in Chase bank's Investment Office unit were first reported in the WSJ April 5, 2012. Large positions were taken by Mr Michael Iksil, a trader in the London office that ruffled credit markets. Iksil reports to Achilles Macris, head of the European operations of the Investment Office unit, and Macris reports to Ms. Drew. At the time CEO Dimon and other executives reviewed trading positions and made no changes in strategies. After April 13 earnings call losses increased to $200 million a day, and review teams assigned to look into this found errors in the way the hedges were conducted. In early May Chief Risk Officer John Hogan and Europe head Daniel Pinto monitored the situation. The hedges were designed to reduce risk in the eurozone financial crisis, but the complex transactions based on relationships between a number of derivative indexes for investment grade and junk grade corporate bonds in U.S. and Europe worked in ways that led to large losses, and were so complicated that they were poorly understood....

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Pusing aggressive bank lending with a steep rise in bank lending of 34% in 2009 can lead to an asset price bubble in China. Factors the Economist cites mitigating this are the follwing: only about 25% of middle class Chinese have mortgages and loan to value is less than 50%. Also Chinese regulators are more alert to the dangers than were American regulators. At the same time the pegging of theyuan to the dollar means the instrument of raising rates to cool the bubble is not existent. And the US is likely to keep rates low for alonger period which may be adverse for China and prop up a bubble there. These dangers mean China had better take firm action in letting the yuan rise now rather than later because heavy inflows from currrency appreciation can only make the bubble worse later on. This will need to be watched carefully as so much of the global economy is dependent on China maintaining growth, Germany in particular. And with the US consumer cutting back China has to manage this carefully....

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Difficulties facing the recovering airline industry as the price of oil continues its increase. Goldman Sach's Group raised its forecast from $68 per barrel in 2007 and 2008 to $80 in 2007 and $90 in 2008. Airlines have already taken a lot of the costcutting steps from flying lighter more fuel efficient planes to smaller steps like reducing the weight of beverage carts and taxiing on the runway with one engine and so on. But their forecasting and business plan estimates of oil costs have been far off the mark and hedging has been inadequate. Lasty year as per the ATA, Airline Transport Association, 42% of the consumption on average was hedged at $60 per barrel, this year 2007 only 31% of fuel consumption on average has been hedged at $62 per barrel. To give some idea of how far off the mark, United's business plan used $50 per barrel through 2010, and Delta used $65 in its business plan for 2007. Expect more fare increases and capacity reductions if this price trend for oil continues. ...

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A number of factors hitting at the same time Chinese factories in the south, in Guangdong province and the Pearl River delta. Currency exchange rates, stricter labor laws, eliminated government tax benefits and incentives, stricter pollution laws, high oilprices, and higher wages, all have combined to make the apparel and footwear factories in the south less profitable and harder to run. In recent years about 10% of the footwear makers in the province have closed operations. Manuy are smaller operations. About 10% of the 60,000 to 70,000 HongKong owned factories in the delta region will close in 2008. Not just apparel companies making products for HP and Apple have longer term plans to shift production to othcountries. Hon Hai Precision Manufacturing Company has said it will quintuple its planned investment in Vietnam to $5 billion. Apparel makers VF corporation which owns labels like North Face and Nautica says it takes 30 days from Cambodia compared to 20-25 days from China to get product on retail shlves so the advantage of China in this respect is also diminishing...

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A day by day account of Secretary Paulson and his handling of the Fannie and Freddie crisis. Secretary Paulson's style of doing things where he'd give marching orders and even before his staff had started he would be checking up on progress and his interest in all the details of actions taken and progress made in carrying out the steps agreed upon. His interest in keeping good relations with Barney Frank and his calling inhis staff and stamping his fist on a marble table so its reported, saying he did not want to be dragged into a " holy war" as the Bush administration wanted to rein in fannine and Freddie and Fannie and Freddie's heavy campaign giving had members of Congress going along with what these companies wanted. Showing ofcourse how for yewars Fannie and Freddie have distorted rational well reasoned policy because of ites built on campaign money with Congressmen. Secretary Paulson looking for Greenspan's home phone number which they finally found and his conversation with Greenspan....

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Hubbard was Chairman of the Council of Economic Advisors under President Bush. His plan is for the government and Congress to allow all residential, mortgages on private residences to be refinanced into 30 year fixed rate mortgages at 5.25% and place those mortgages under Freddie and Fannie. The idea is to have a low enough rate to support house prices. Where the homes are worth less than the total amount of the loan balance the mortgages would be refinanced into a 30 year fixed rate loan to be held by a new agency modeled on the 1930's era Homeowners Loan Corporation. New mortgages would be made of upto 95% of the current value of a home, with owners and servicers of the loan splitting the losses on refinancing the mortgage with the government agency. Servicers would have to accept refinancing on all or none of their mortgages, no cherry picking. And the government could take an equity position in return for the mortgage writedown so that taxpayers do well with a better housing market....

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Did GM miscalculate when after Katrina SUV sales took a dive, in the wake of higher gas prices in the summer of 2005. Instead of gving it thought and thinking about various possible scenarios in the future GM moved up the introduction of a new SUV models program and invested $175 million in updating the the Janesville Wisconsin SUV plant that was turning out 200,000 SUV's a year. And the unions also wanted to hang onto the SUV program and included product guarantees for several of GM's SUV plants, including a new line of SUV's for Janesville to come out in 2012. Each SUV made $10,000 to $15,000 per vehicle whereas passenger cars did not make money. Why? How? Considering that Honda was making profits selling passenger cars and so was Toyota, and Honda stuck to making better cars, and the Germans and the Japanese were not putting all their eggs in one basket. Something strange was going on, kind of a cosy trap for the Detroit automakers.