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In its May 2011 special report on international banking the Economist points out the need for banking regulators to take stronger action than they have so far. What it calls "pre-emptive insurance" it says is needed - stronger regulation, larger capital cushions, and some form of separation of different kinds of banking. Without this the dangers of excessive risk taking and banks that are "too big to fail" will continue to threaten the world's economy. Banks that are smaller and better capitalized says the Economist can fail more gracefully than the large mega banks that exist at this time. In fact the banks today in the U.S. are larger than at the time of the 2008 crisis. Other analysts also point to the lack of major changes in banking and financial structures today compared to the situation before the 2008 crisis, both in Europe and the U.S.

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Nour Malas and Joe Parkinson report from the town of Makhmour, retaken by Kurdish Peshmerga forces following airstrikes on ISIS militant positions. The crisis situation 20 miles from Erbil, capital of the Iraqi Kurdistan region and the coordination between Iranian advisors, U.S. military advisors, and the Peshmerga to push back the ISIS. Peshmerga say young Sunnis in the town joined the ISIS in droves, something never seen before. It also reveals the situation after the failure of the Maliki administration to build a state with support from all parts of the Iraqi population- Shiite, Sunni, Kurds and tribes- leading to the radical alienation of Sunnis. The late awakening of Iran, the U.S., and moderate Iraqis both Sunni and Shiite, to the dangers of the Maliki policies. The unraveling of the decade of Iraq rebuilding by the U.S. in such rapid manner leads to the stepping down of Maliki and beginning of a new non-sectarian approach and policies. The vacillating in the Obama adminstration's policies towards Syria and Iraq leads to a lack of direction in the region. ...

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Many of Cerberus executives and advisers are former GE employees and Nardelli was part of the group looking at Chrysler for Cerberus. He is being hired mainly for the work he did at GE, for his work promoting Six Sigma and quality control which would come in useful at Chrysler, and his work in doubling the power generation business at GE with large earnings increase. His experience at Home Depot has been discounted, probably seen as a bad fit for Nardelli. Moreover even as CEO he will have to work closely with the owners and theadvisers and with La Sorda who has experience running Chrysler, and he won't be involved with a retail market or with shareholders in the way it happened at Home Depot. As far as huge compensation which could alienate the unions Nardelli will be compensated on the basis of ownership in the new Chrysler if it meets its goals. So it could be a way to take advantage of experience at GE, carefully limiting the downside of Nardelli because of the nature of the position in the Cerberus owned Chrysler. And Cerberus may be thinking also that Nardelli would have learned from his recent experience and also that he is motivated to do his best to rebuild his reputation....

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Subprime also includes high rate loans that higher income borrowers used between 2004 and 2006 to buy homes that had inflated prices. And these loans were heavily marketed by mortgage lenders and in the later stages of the boom by thrifts and banks who got into the act also. As a result every corner of the country and every income bracket borrowers have been caught up in the high rate borrowing most were overstretching themselves to meet the higher prices of homes as prices went up. This is the finding of a research done by the WSJ of 130 million home loans in the past decade with particular focus on the period 2004- 2006 when the worst aspects of this bubble were taking place. Note that about $600 billion in adjustable rate loans will adjust by the end of 2008. And a total of 1.5 trillion dollars of high rate loans were made in 2004-2006 so more ogf these high rate loans will adjust in 2009. Places like Las Vegas, Nevada, Stockton, California, and Fort Myers, Florida and these states may be the hardest hit but the problem is spread nationwide is what the Journal's research suggests and is also not limited to poorer borrowers. ...

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From all accounts the lawyers against Musharraf, the opposing factions of Bhutto and Sharif and the Islamist parties alliance distancing itself from Musharraf's campaign against insurgents in the tribal areas and Waziristan, and the army's failure to do much against the militant islamist in the border areas with Afghnaistan present a picture of Pakistan coming apart. The army as a national institution is losing credibility even as the US needs the Pakistani military to continue the fight in the border areas while it is fighting with other Nato forces in Afghaistan's southern provinces. Actually whole areas in the British assigned areas of southern Afghaistan have been given up to militants or provincial leaders with their own forces. In this situation even as the people seem genuninely keen on a new direction their is no unified leadership or organization to hold it together which commands the confidence of large parts of the country and people. And so the US even under pressure to support democracy would simply put its interests in Afghanistan and the border regions of Pakistan before the interests of the people of Pakistan in finding some genuine solution to the problems. that would give Pakistan a chance to set a new longterm direction different from its past. ...

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GE is moving head offices of major operations overseas like GE Healthcare moving from Wisconsin to outside London, England, where a company GE acquired Amersham is located. GE Money will move it head offices to London, England from Stamford, Connecticut. And GE Transportation moved its annual sales meeting from its head offices in Erie, Pennsylvania to Sorrento, Italy. GE now generates over half of its sales overseas and its fastest growth businesses are in infrastructure and turbines that are in Asia. With the slowing USA economy this point has simply hit home. And IBM which gets 65% of its revenue overseas has been a clear proponent of this strategy of locating where the growth opportunities are greatest, a poin not lost on Immelt at GE who sees it essential to be part of the culture you are selling to. IBM operates most of its software and services business from India. This is also true for things like Training and R&D increasingly moved overseas to places like Bangalore, Beijing and Shanghai. Another aspect of this is to expose Americans to working overseas and to avoid he insulation of becoming too immersed only in American culture and not be able to operate effectively in other cultures, languages and environments, where increasingly most of the action is....

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Xi Jinping, president of China says at the Davos Forum that world leaders should "join hands and rise to the challenge" from protectionism coming from the new U.S. administration. He called on world leaders to support the Paris climate accords- "to stick to it instead of walking away from it."

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Following the defeat of chancellor Merkel's CDU party in the 2016 Berlin state election, getting just 17.6% of the vote, chancellor Merkel looked reflective and a bit emotional about the result. She urged Germans to understand that this decision on refugees will benefit Germany in the long run. She said she would work to regain the people's trust. Looking back she said-"If I could, I would turn back time by many, many years to better prepare myself and the whole German government for the situation that reached us unprepared in late summer 2015." She says the decision was "absolutely right" to admit the refugees from war torn Syria, but accepted that "it led to a time when we did not have enough control over the situation." Both the CDU and the SPD, the main parties, lost about 6-7 percentage points each in votes cast. Gainers were the Free Democratic Party with 6.7% of the vote, who gained votes from the CDU. For the SPD votes were lost to the Greens and the left party Die Linke each party winning over 15% of votes.  Both the CDU and the SPD had candidates who did not attract voter interest. A popular former Mayor of Berlin from the SPD did not run in this election. The anti-immigrant AfD party gained  about 14% of votes.  ...

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Investors put in $136 billion into startup companies in 2018, and $141 billion in 2019, as reported in this WSJ article on startups. Before this it peaked at $75 billion in 2000 and did not recover after the 2009 financial crisis till 2014 when it reached about 75 billion dollars.  Much of the increase in money that did not go into infrastructure at low interest rates below zero appears to have been wasted as the ideas for startups declined in quality in the years 2014-2019. Softbank put up a Vision Fund which has run up billions of dollars in losses including a disastrous investment in WeWork. The resistance to shifting all the money at low interest rates to infrastructure has faded with the election of president Trump supported by a Republican party that puts the American worker first for job retention and expansion, and America first in world trade. The pandemic has changed the environment for startup companies as most startup companies are not likely to survive the environment they are in. The big ones such as Uber have built up losses, and ones such as Airbnb are borrowing $2 billion at 10 percent interest in emergency funding. Experience and sound thinking for investments were left behind as capital was wasted in many projects. The time has come to return to investments that have built the basis of the twentieth and twenty first century's advances in quality of life, in infrastructure and strong public services. ...

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WSJ reminds readers that it has not endorsed a presidential candidate since 1928. That it is not about to do it with the two candidates Biden and Trump. It sees many liabilities in the Republican candidate and does not see the future of America in what it calls four long years of political trench warfare. WSJ does not see a reinvestment in the economy, rebuilding of its infrastructure and preparing the transition to clean energy as two overriding priorities as do Democrats under leadership of Biden and policy being shaped by Sullivan after much study and reflection shown in speeches at Brookings and CFR. As a result it punts at the very time it should be looking to the future with confidence in the principles that built this nation as JFK has shown in his Profiles of Courage (1952) of senators and Congressmen who looked into their souls for the courage needed to face the future. It says Trump has been the greatest Democratic turnout machine since FDR, and Obama, with underperformances since then. It also refers to the court cases and says one third of Republican voters in Super Tuesday polls this week in March 2024 find that a conviction would be disqualifying. WSJ Editorial Board also says the Trump Presidency was a stress test for US institutions, that the checks and balances held. It sees no hope of political realignment in a Trump restoration, it sees only "four long years of political trench warfare. ...

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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A new report, "China: 2030," by the World Bank and the Development Research Center (DRC), has major implications for the course of action taken by new Chinese leaders. The limits to China's economic model with the dominant role of state owned companies has been pointed out in the past. It has now reached a point where China must choose to move to a modified model or face the "middle income trap" of countries like Brazil and Mexico, where income levels and growth reaches a certain level and then decelerates suddenly with little warning. The report makes some major recommendations that would modify the current system. It says the state owned companies should be supervised by asset management firms focussed on commercializing these companies, and not supervised by the State-owned Assets Supervision and Administration Commission (SASAC). The asset management firms would restrict the state owned companies on what areas they participate and sell off businesses to make it possible for private companies to compete. Zoellick says- "China needs to restrict the role of the state-owned companies, break up monopolies, diversify ownership and lower entry barriers to private firms." The state owned companies would be required to pay sharply higher dividends to the government which could then be used for social programs. Currently state owned companies invest in land which is sold by local governments for revenue helping fuel the real estate bubble. Significantly, the report had its origins when it was proposed by Mr. Zoellick, head of the World Bank, during a visit to Beijing in Sept 2010. It was supported by Li Keqiang, then vice premier, and now expected to be the new prime minister of China. The World Bank is widely respected by Chinese leaders because of its assistance during the early stages of reform in the 1980's. The DRC reports to China's State Council, a top governmental institution, and the No. 2 person at DRC, Liu He, is a senior advisor to the Politburo Standing Committee. He helped draft the current five year plan and is close to Li and Xi Jinping, the next president of China. The SASAC has opposed these ideas, especially any shift in its personnel selection of management at the state owned companies, which it shares with the Communist party's personnel department. Respected China economists say China faces large risks of a sudden sharp slowdown because the the state owned companies have largely copied foreign technology and have not generated enough technological advances, which will be needed for the next stage of growth. Lower growth rates could worsen problems in China's banking system leading to a crisis. The Conference Board, estimates China's growth at 8% for 2012, slowing to an average annual growth rate of 6.6% from 2013 to 2016. Barry Eichengreen of UC Berkeley, Donghyun Park of the Asian Development Bank, and Kwanho Shin of Korea University, say the annual growth rate will drop by at least 2 percentage points by 2015....

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Daniel Howes of the Detroit News thinks there are cultural clashes inherent in a threeway Fiat-Opel-Chrysler combination. His view is that Fiat may be biting into more than it can handle, considering the failure of the GM-Fiat alliance, and the Daimler- Chrysler combination. And the Germans at Opel are not happy with the way they see GM has treated them, so how would it help for Fiat to come into the picture? The Germans love the Italians, says one German Howe talked to, but don't respect them. And the Italians he says, respect the Germans but don't love them. Howe refers to the Renault-Nissan combination as successful, but one that took years to build to deliver commonly engineered cars. But the car industry has been poorly run, without vision and with complacent management, unwilling to try new things and recreate and renew. In other industries efforts are made to build transnational combinations with differing degrees of success. Take the work of the French, Germans and the Spanish in Airbus, in overcoming different cultural factors and pulling together to learn from each other, when given good leaders, on the Airbus 380 project. See the link to this. On Fiat's Marchionne's behalf it could be said that this is a new Fiat, run by a younger generation of Italians, who have a lot of youthful energies and freedom to innovate and improvise. Marchionne himself is more Canadian and European, places where he has spent most of his life, than Italian. And he has take a decidedly different view of things from what the old view holds as being Italian, in building the new Fiat he has done things very differently. In fact there may be less of a country view here, than a management culture view. All nationalities aspire to a good management culture of innovation, and freedom to improvise and respect for one's ideas and thinking, good places to work in. People of all nationalities, Italian, German and American, for the first time, especially the younger people, may see that the one thing they value most and share is the desire to start fresh and take initiative, improvise and work together to do the impossible. The common enemy of Germans, Italians, Americans,French, and other nationalities, may be simply the artheroschelorisis of complacent management, that freezes initiative, does not delegate more responsibility to the young and give the freedom to try new things, bureacratizes the corporation into rigid hierarchies that lack speed, and take no risks to achieve the impossible. See the link to Marchionne and Fiat's transformation. Which is why old prejudices like the one Howe states from one German he talks to, that the Italians "will steal the milk out of the coffee," may be just that - prejudice from another period, that is best left behind to build something new that has no nationality to it. ...

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A study by the Pew Research center shows minorities are the ones hardest hit in the millions of foreclosures taking place in the US. Counties with black or Latino majorites and the New York region are hit severely. What appeared to be a boon five years ago as black home ownership rose sharply after decades of discriminatory lending and zoning practices, has now turned into a curse with families losing homes to foreclosure, neighborhoods seeing increasing crime and declining house values, and renters being evicted. Lenders like Mozilo's Countrywide and other similiar lenders simply used the idea of home ownership as a flag to get political support for a wild west in lending practices, which allowed predatory lending to take place in the deregulatory atmosphere of the time. See the link to the impact on minorities. Nowhere has it been shown more pointedly that prudence and character in leaders in all areas is the essential conditon for progress, making free enterprise a necessary condition but subject to this essential condition, than in the way the housing and foreclosure crisis is hitting the American and the world economy in so many ways. This is evident in neighborhoods like this one on 145th st. in Jamaica, Queens, whaere black households making more than $68,000 a year are five times as likely to hold high interest subprime mortgages as whites of similiar incomes. Defaults occur three times as often in minority census tracts as mostly white ones. And 85% of the worst hit neighborhoods have majority of black and Latino homeowners. Which may also explain why there is not agroundswell of support for serious government foreclosure prevention measures like bankruptcy legislation and other legislation such as that suggested by Martin Feldstein and others for homeowners nearly or already under water, when faced with fierce lobbying by the banks and financial institutions. Consumer advocates say years ago many banks drew red lines around black neighborhoods and refused to lend, then as deregulation became the rage five years ago, these banks under unscruplous leaders targeted these neighborhoods for subprime lending. A dozen banks and lending companioes that made big profits from subprime loans accounted for half the loans given to the New York region'sblack middle -income borrowers in 2005 and 2006, a case of reverse redlining that the N.A.A.C.P. says in its lawsuit against these lenders. Housing and Urban Development Sec. Shaun Donovan, in aspeech to New York University said that 33% of the subprime mortgages given out in New York City in 2007, went to borrowers with credit scoresthat should have qualitifed them for conventional prevailing-rate loans. For anyone taking out a $350,000 mortgage, says the NYT, a difference of three percentage points - a typical spread between conventional and subprime loans- tacks on $272,000 in additional interest over the life of a 30 year loan. ...

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Former Fed chairman Paul Volcker has opinion about the financial crisis that is deeply felt. He wants the wall that separates banks that take in federally insured deposits from the public separated from the risky trading activities of investment banking houses. That would essentially put us back to the situation that existed before Glass Steagall Act of 1933 was revoked in the 1999. The lessons of the thirties apply today. Says Volcker "people say I am old-fashioned and banks can no longer be seaprated from nonbank activity, but that argument brought us back to where we are today." The Obama advisers like Geithner and Summers are close to the bankers- see the links to Geithner and Summers- and believe that extensively regulating the banks would prevent the banks from engaging in risky practices. However as this reporter Louis Uchitelle of the NYT has not pointed out, the problem is that this is more easily said than done. The very fact that there were close ties between Geithner and Summers and the bankers during the Clinton Administration and Geithner as head of the New York Fed under the Bush administration, and the aggressive lobbying by the investment banks like Goldman and others who are now banks to water down any regulation on derivatives trading and on other supervision, can only lead to a situation where neither Volcker's solution or the Obama people's solution is put into effect. THis will only invite another crisis. With the public anger even worse as the bonuses and compensation from trading profits by Goldman and other banks come through cheap money created by the Fed- see links- for the purpose of addressing the financial crisis. Volcker would separate JP Morgan and Bear Stearns trading operations and separate Merrill from BofA, and Goldman would revert from abank holding company to a investment banking house. Volcker believes that the pay on Wall Street "has gotten grotesquely large." Volcker believes that the separation of deposit taking institutions from investment banking would reduce trading profits and consequently automatically reduce these large bonuses. So is Volcker being ignored by the Obama administration, even as his glow helped the Obama people win public support as a better steward of the economy than McCain during the election campaign? During the crisis Volcker headed the president's Economic Recovery Advisory Board. Today he is rarely seen in his Washington office, he talks to administration officials mostly on the phone, at 82 he is not knocking on doors, and the advisory board has been assigned to look at the tax law on overseas corporate profits. Volcker agrees with most of the Obama plan on financial regulation including higher capital requirements and and pay guidelines, but if this is not enacted because of lobbying by bankers then the nation will have the benefit of neither the Volcker Plan or the Obama Plan. ...

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In Europe, France, Spain, Germany and other countries are giving cash subsidies to customers to buy cars when they turn in older cars. These refunds range from 1000 to 2500 euros, and reward the purchase of smaller more fuel efficient vehicles. It has boosted sales in Europe where sales are running at an annual rate of more than 13 million because of the subsidies, according to Credit Suisse analyst, which is well above the 11 million level of last year. The average American car says the analyst has been on the road for 9 years similar to that in Germany, so it makes sense for the USA. He says it could increase sales in the USA to 12 million cars, down from the 16 million sold in 2007 or the 13.4 million rate of 2008, but far higher than the 9.5 million rate in the first few months of 2009. In Europe small cars are dominant and it plays to the markets of large carmakers like Peugeot, VW, FIat, and Renault. But in the US Japanese carmakers are dominant in the small car market. Detroit carmakers make too many large cars and pickup trucks so the impact would be less. But the program could be fashioned in the US on a drop down in size and increase in fuel efficency, so that the clear direction is towards smaller cars. Turning in a pickup truck for a family car like a Malibu or a LaCrosse might promote fuel efficiency, and move things in the right direction. Its useful to note that even in Germany more expensive cars or brands have barely benefitted German car sales jumped 21.5% in February, but mass market manufacturers recorded a 37% surge, while sales of premium cars fell 19%. In Italy which started its program Feb. 6, buyers receive 1500 euros for trading in acar at least 10 years old. Fiat Punto sales have shown a strong increase. Fiat's facory in Melfi, southern Italy, is now running at full capacity after running on areduced scale from October 2008 to February 2009. It makes the Punto. In France 30-40% of car sales are coming from the scrapping deal, according to French Auto Manufacturers Association. Overall sales are running at about 6% below last year's rate, but in the absence of the scrapping deal sales might be off 10-15%. One concern for the French is that sales not drop off after the scrapping deal stops.France saw this happen in 1997and 1998 after ascrapping deal in 1994-1996. However considering that the cost to the German government for scrapping deal was $2 billion, the solution to this would be continue this program till the economy recovers and car sales are strong. Considering the benefits for an important industry and the societal benefit in lower pollution, it would be worth the cost....

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This mortgage crisis could last a long time. House prices now down 10% could fall 30%. Losses on these mortgages could total $400 billion or 3% of total economic output. Similar to the losses in the savings and loan crisis of the eighties. The complexity of the crisis cuts two ways in one respect it prolongs the crisis because it makes it very hard to figure out what is inside which kind of package of securtieis and who holds them. Mortgages are dispersed among banks and 11,000 investment pools each with hundreds or thousands of investors. And many of these pools have been further repackaged into specialized funds known as structured investment vehicles and collaterized debt obligations that were created for these mortgages. It requires huge computing power and lots of people to figure out what is inside each package of securties. And the other effect is that because of this opaqueness or lack of transparency no one in the banking system knows who has large exposure and may run into difficulties like a Northern Rock bank in Britain or a Citigroup or UBS so that banks are not keen on lending to each other and raises the bank lending rate to each other. Banks also want to increase their reserve as a cushion against hidden losses and so are afraid to lend and lend at higher rates and after asking for stringent terms from lenders. This will create a prolonged period of credit tightnesss which would affect business expansion in a serious way. On the other hand as said earlier it cuts 2 ways and the positive side to this is that the losses tend to be overestimated in a crisis with lack of transparency or high degree of opaquenesss as Seidman who was a key person in settling the Savings and Loan Crisis told the National Press Club this month. Another negative efect in terms of credit availability for business is that there is less demand for securities in this kind of environment and business cannot get that much money from the capital markets. Cerberus found this out quickly when it found few buyers for the securities it hoped to sell to fund a portion of its buyout of Chrysler. One thing that will help the US as this crisis plays out is the better picture for exports with a falling dollar.The larger companies with international operations will have more business overseas and will export more to other countries especially to the high growth countries like China, India, Russia and Brazil as well as other countries in South America, Asia and Europe. Infrastructure spending will be huge in these countries and companies like General Electric, Caterpillar and others will benefit and companies like GM will expand more overseas. This should help the dollar and the current account deficit in a few years. It would also cushion the blow from this crisis. Overall this crisis could play out for longer than 3 years if consumer spending deteriorates significantly in 2008-2009. ...

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Tata has a couple of things going for it to make a car at a price under $2500- a different vision behind it and a longer term idea of the market and its opportunities for Tata Motors. This is a personal vision of Ratan Tata, the last in the series of Tata family members who have run a company that was at the leading edge of industrialization in India since British times in the closing years of the 19th century. He sees this as a way to bring a car that is affordable to millions of Indians, the average Indian, just as his father and great grand father were pioneers in India's early steps towards industrialization. This also will serve another purpose. It will provide momentum to India's manufacturing base by putting India's auto industry on its way to sell cars by the millions in the next ten years. The cost was a challenge to Indian engineers ingenuity. It would help them develop something from scratch from a clean slate, and as he hoped reinvent the car if possible. The cost also was doable in India because of the wages paid to Indian engineers and workers are different. The entire cost structure with suppliers like Bosch providing the engine also and internet purchases of parts coming under a completely different way of doing business, again a reinvent of things. And the skimping on a lot of basics like a radio is possible in the Indian context where the inital target market is the scooter family of which in India there are millions. People who would simply be waiting for such a bare bones car, not see it as such because it is a great advance over a scooter even in terms of safety. What most people who have never been to India would not be able to grasp is that a whole family of four can be seen riding on a scooter or motorbike in India on weekends in Indian urban areas. Tata's idea of the market potential is the way it can ride the next stages of increasing incomes in India. Once it has come up with this car it can come up with enhanced versions with an airconditioning and radio and so on, and still price it way below competitors with Tata's quality and brand name and innovative design. As long as Tata can sell all the cars it makes it can expand production rapidly. Tata's costs for engineering a top selling model may be only 20% of the $350 million it costs western companies, according to Alix Partners, with savings of $300 to $1000 per car right there. Labor costs are about $1.20 per hour in India, less than what auto workers make in China, this provides more cost savings. Tata plans to supply kits to dealers who will do the final assembly in small workshops. This distribution strategy will save Tata another chunk of costs, as about 20% of the car's cost is in distribution in the USA. ...

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A new generation of politics with an effort not to be defined by race while race still remains in the background. How politics is being shaped in the USA in 2008 due to a confluence of factors, events and leaders. The emergence of a new generation of younger people, blacks, whites and other minortities who don't carry all the baggage about racce of the previous generations and are open to a lot of different things, the global economy, changing Africa, Asia and Middle East, the integration of America into a global patern of manufacturing, trade and consumer demand, the emergence of 2 billion people from China and India to share in the development of science and technology and modernization are the confluence of factors. The events are the Iraq war, the Iran confrontation and the Afghan war, the confrontation with militant Islamist ways, which are seen as having been badly handled leading to a loss of confidence in the US in the world, the general mood of people looking at 2008 like they did after the war and the Truman period for a fresh face in a changing world in another confluence of factors. Then the independence of countries in Asia and Africa and the Middle East from centuries of colonial rule, in the case of India independence, in China's case a new ideology based government but striving for the bread bowl for a billion people, in the Middle East and Africa from Egypt to Kenya new aspiration for progress and development. The events then were the Korean war and weariness with it, now the Iraq war and Iranian confrontation, and Afghan war and weariness with it. A Irish Catholic face then, a mixed race face now, new generations and aspirations then and now. Leaders then in John Kennedy the ability to present oneself in a youthful way appealing to the new generation so that one is not perceived in the old ways, partly because like Kennedy talking to a new generation of people who did not carry the old baggage, easier to do because John was himself part of this new generation. Same thing with Barrack because he like the new generation both do not carry the old baggage and see things in a race neutral way concerned more with other things such as confidence in the future and the role of America in the world. How will this turn out? If electedthese leaders are still human and would still face the same difficulties like John faced in the cold war and Cuba and Vietnam situations, and the lack of experience would also show not that greater experience would necessarily help solve intractable problems. But the aspirations and desire for a fresh face and youthful energies of a whole generation of younger people and of other people in general who are weary of the old ways may carrry the day in election voting. ...

LyrArc Article Gist
A good account of the history and weaknesses of the Amtrak based system of rail service in the USA. Questions abound about the queer situation where you find rail popular in Europe and so not prevalent and scarce in the USA. How efficient is Amtrak's rail service in conserving energy? Amtrak uses electricity made from coal, it uses 17% less fuel than a passenger car and 32% less than a airline airplane according to the Oak Ridge National Laboratory. Is this based on new fuel efficient locomotives? No the locomotives are old and Amtrak equipment is aging, so much more fuel efficiency gains could probably be made with new technology and investment. Rail service is coming out of a 40 year period of neglect, and Amtrak itself was probably created to put in one place and hold together a dwindling service, as the passenger services of freight railroads were consolidated to create Amtrak in 1970 by the federal government after the interstate highway system built during the postwar Eishenhower years led to a boom in car travel and the spread of housing to spread out suburbs. At the time private operation was not a consideration as Amtrak itself was a rescue operation to preserve some semblence of rail service before it died out. Now with fresh incentive to do mass transit the whole question being posed is whether private operators should be brought in and would do a better job than Amtrak. Today Amtrak has in all 632 usable rail cars an astonishingly small number, its Amfleet cars are 30 years old, and the Acela trains are 8 years old. In all it carried 25 million passengers last year and in 2008 probably will get to 27 million. Many of these are on long haul routes and where passengers can get to small towns where there is no plane service. Its labor contracts require it to keep these routes. So its a peculiar Amtrak that exists today as a result of historical events and shift to road travel, and it may not be the best vehicle to move the USA towards greater use of mass transit to conserve energy, as its slow to change and takes years to introduce new technology and is not spread out evenly over short and long haul routes. The customer service suffered all these years with no competiton and competition may be healthy for better technology, better service and service on new routes. The UK rail service from London to different parts of the country has been privatised for instance. Better technology and fast service are essential to attract new customers and this is an area in which Europe has made significant progress. At this point even with federal money Amtrak would take years to get new technology from the current manner of writing specification for bids, picking a vendor and waiting for delivery especially as vendors have dwindled because of the lack of demand in prior years....