Inflation in China Mirrors World

John Loundsbery writes:  The March inflation numbers continue in the same pattern that has continued for over three years now:  CPI (Consumer Price Index) inflation is low but hanging on to a positive level, +1.4% year-over-year and essentially the same as the six-month average 1.35%.  The report was slightly higher than the consensus expectation of 1.3% reported by Reuters.  The PPI (Producer Price Index) which has been in deflation for more than three years, also continues in a downtrend with a March reading of 4.6%, slightly more positive than the February reading of -4.8 which was also the expectation quoted by

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While both CPI and PPI have been in a similarly sloped down trend for three years, PPI has been negative for the entire time and the three readings in 2015 have all been below 4%.  This bears watching because PPI may be seeing an acceleration of the rate of deflation.  If readings in this new domain below 4.0% continue for a number of months more, there may be a drag lower for CPI.

It is important to note that CPI covers goods and services while PPI is derived from the input prices for manufacturing which is dominated by goods and raw materials.  The service sector of the Chinese economy has been much stronger than manufacturing in the most recent couple of years which explains why PPI has not yet dragged CPI into deflation.  But it will be difficult for CPI to remain at current levels if PPI degrades further and becomes entrenched in the new range below 4%.

Estonia: Europe’s Largest Drug Problem?

The small baltic state had 190.8 drug-induced deaths per million of the population in 2012, more than double second placed Norway. The reason for Estonia’s high death rate is an overdose boom caused by fentanyl, a synthetic form of heroin produced clandestinely in neighbouring Russia. For more infographics about Europe, read more in Statista’s latest Independent feature.

This chart shows drug-induced deaths per million of the population in 2012.

Estonia- Europe's Biggest Drug Problem

GE Leaves Banking. A Dodd Frank Success Story?

For decades, General Electric was happy to reap the enormous profits that arose from its finance arm as it swelled into one of the country’s biggest lenders.

GE will beign by selling $26.5 billion worth of real estate assets, G.E. is hastening to return to its roots as one of the mightiest industrial companies in the world, whose operations include jet engines, oil drilling equipment and medical devices. What it will mostly shed is GE Capital, a lender with hundreds of billions of dollars’ worth of assets.

The move announced Friday reflects the shifting landscape of the financial world, especially for the largest players. They face greater regulatory scrutiny and calls from analysts and investors to slim their operations or break up. Some are shifting their focus to areas like wealth management as traditional activities like trading prove less profitable. It is no surprise that G.E. decided to re-evaluate its role in this ecosystem.

The divestiture campaign, code-named Hubble within G.E. and put together in about six weeks, will erase one of the main legacies of the conglomerate’s vaunted former chief executive, John F. Welch Jr. But it is also a recognition that manufacturing, not finance, represents the company’s future.

“We’re not sentimentalists,” Jeffrey R. Immelt, the multinational’s current chairman and chief executive, said in an interview.

G.E.’s expansive campaign will bring other changes as well. In shrinking its far-flung empire, the company will also bring back $36 billion in cash that now resides overseas, taking a $6 billion tax hit in the process. And it will also press to relieve itself from the burdens of being considered a too-big-to-fail lender, a status that brings stricter regulatory requirements.

The wide range of asset sales will help finance a huge return of money to shareholders, which G.E. estimates will eventually reach $90 billion. About $50 billion will come from a stock repurchase, one of the biggest on record.

For years, the financial tilt looked smart and relatively easy. In an interview in 2010, Jeffrey  Immelt recalled, if a deal looked like a moneymaker, it got the nod. “And you don’t have to build a factory,” he said.

Yet the big bet on finance badly wounded G.E. after Lehman’s demise, when the market upheaval left the conglomerate hard-pressed to borrow debt for its day-to-day operations.

GE Capital

Women Entrepreneurs: Can-Do Dubai Culture

Dubai is a can-do environment for entrepreneurs.

Handbags:  Luxe bag designer Zufi Alexander has found a fan base among such fashionable red carpet walkers as Cate Blanchett, Sienna Miller, Alicia Keys and Beyoncé.

After a university education that combined the US with the ivory towers of Oxford, she cut her business teeth at one of London’s most established auction houses. “I love art and vintage jewellery and have always been good at drawing,” she says. “A role at Christie’s fitted the bill perfectly.”

It soon became clear that the surroundings – and perhaps the sale of the odd vintage Chanel clutch – were inspiring her own artistic aspirations as a handbag designer.

Zufi Alexander’s eponymous label now sells more than 10,000 bags a year to women across the world. Married to an Englishman and living between London and Dubai, she personifies the international woman she designs for.

“Dubai is a land of opportunity and that opportunity is not tied to a particular bracket or class of people,” she says. “At the same time, I love it because I get to experience all different types of people and culture.”

That vow has been superseded by her love of what she has achieved: “It’s all worthwhile when I see a confident woman walking down the street clutching one of my bags.”

Luxury Leather goods:  Nicole Silvertand, founder of luxury leather marque Complete, grew up every inch the sophisticated lady. Nurturing an appreciation of elegant, quality product, her craftsman father spoilt her generously with one-off handbags and shoes he made especially for her.

Inspired by the vibrant business culture of Dubai, Silvertand took the plunge in 2002 and set about launching her own leather business. Complete’s range of leather goods are made bespoke for key movers and shakers of the region including Armani Dubai, Al Maha Desert Resort & Spa and Burj Al Arab.

Silvertand offers clients a range of 12 leather colours from black and brown to vibrant turquoise, orange and silver. All of the items are made to order so everything can be uniquely branded and personalised.

“Because of spending so much time in my father’s atelier while I was growing up, with education, age and experience I became aware of the vast opportunities for a company providing commercial organisations, government departments and five-star hotels with beautifully designed leather goods,” says Silvertand. “The word ‘Complete’ perfectly summarises that sense of entirety; of being able to satisfy all clients’ needs.

Dubai Entrepreneurs

France and Italy Important to EU

For all the attention that’s been paid to Greece and its debtor negotiations lately, the coming battles over Europe’s troubled economy will be won not in Athens but mainly in Paris and Rome. France accounts for almost 22% of eurozone gross domestic product; Italy, more than 16%. Together, these two countries contribute more than 20 times Greece’s portion of eurozone GDP. If the eurozone is to escape its current stagnation, France and Italy must restart their economic engines once again.

The European economy has been given a lift in recent months by a weak euro and low oil prices. Regional elections in France and Spain have reduced concerns about populist parties derailing economic reforms. Politicians now have the breathing space to do the right things economically.

However, based on experience from the euro’s original launch at the turn of the century, there is reason for concern that such opportunities might be wasted. Back then, low interest rates induced some eurozone countries to go slow on structural reforms, relying instead on a monetary boost to the economy from the compression of sovereign-bond yield spreads. It would be most unfortunate if that experience were to repeat itself.

The real surprise now is that it is Italy, not France, that seems to have understood this. In February, Prime Minister Matteo Renzi’s government approved two decrees enacting the core of the labor-market reform. One improves the rules for firing employees on a permanent contract, giving them a right to severance pay but removing the previous right to court-ordered. The government also has reduced the time a worker can receive unemployment benefits, to 18 months from 2017 onwards.

Coupled with tax incentives introduced last year for companies that hire on regular as opposed to part-time contracts, it is now more enticing to hire in Italy than it has been in years.

In contrast, things in France are progressing much more tentatively. Paris continues to miss its budget-deficit targets, testing the European Commission’s flexibility. France’s prime minister, Manuel Valls, and its economy minister, Emmanuel Macron, have worked hard to convince the French Parliament of the merits of their reform package. Reforms would relax Sunday work restrictions, liberalize long-distance bus transportation, simplify employment tribunals and lay-off procedures, and deregulate white-collar professions such as notaries.

Limited in scope though this proposal was, the Valls government was nevertheless forced to resort to a rare constitutional provision to get it through the National Assembly on Feb. 19.

There is no time to waste. The Italian government has shown the way by creating the legislative framework for overcoming the two-tier labor market, while the French government is still dabbling with reforms that are only slightly more than symbolic. Paris still shies away from other essential steps, such as making its rigid 35-hour work-week regime more flexible.

It remains to be seen whether the measures required to make Italy’s labor market more flexible take proper shape in reality. But for now, at least, Italy has a head start on France.

French workers

China Thrives as it Slows Down

Jim O’Neill writes: I just spent a week in China, where I participated in the Boao Asia Forum, a conference similar to the annual gathering of the World Economic Forum in Davos. The topic of my panel was what President Xi Jinping has called the Chinese economy’s “new normal”: an era of relatively slower growth, following three decades of double-digit economic expansion.

But what strikes me most about China’s economy is how remarkable it is. Indeed, its performance continues to astound me. Though it undoubtedly faces plenty of challenges, the key question is how likely they are to bring down the economy.

Of the four BRIC countries – Brazil, Russia, India, and China – Xi’s is the only one that has met my expectations for growth so far this decade. From 2011 to 2014, the Chinese economy grew at an average annual rate of 8% per year. If it continues to grow by around 7% for the rest of the decade, as the authorities and many observers expect, it will achieve an average pace of expansion of 7.5%, in line with my projections.  China’s New Normal

China Thrives

Social Progress and the GDP?

Michael Porter writes: Economic growth has lifted hundreds of millions of people out of poverty and improved the lives of many more over the last half-century. Yet it is increasingly evident that a model of human development based on economic progress alone is incomplete. A society which fails to address basic human needs, equip citizens to improve their quality of life, protect the environment, and provide opportunity for many of its citizens is not succeeding. Inclusive growth requires both economic and social progress.

The pitfalls of focusing on GDP alone are evident in the findings of the 2015 Social Progress Index, launched on April 9. The SPI, created in collaboration with Scott Stern of MIT and the nonprofit Social Progress Imperative, measures the performance of 133 countries on various dimensions of social and environmental performance. It is the most comprehensive framework developed for measuring social progress, and the first to measure social progress independently of GDP.  Why Social Progress Matters

Social Progress?

Entrepreneurs: How to Adapt

Mohamed A. El-Erian writes:  Like many readers, I still vividly recall when Nokia was the dominant player in mobile phones, with over 40% of the market, and Apple was just a computer company. I remember when Amazon was known only for books, and when dirty taxis or high-priced limousines were the only alternative to public transport or my own car. And I recall when the Four Seasons, Ritz Carltons, and St. Regises of this world competed with one another – not with Airbnb.

These changes happened recently – and fast. How did they occur? Will the pace of change remain so rapid – or even accelerate further? And how should companies respond?

Central to these companies’ success has been their understanding of a fundamental trend affecting nearly all industries: individual empowerment through the Internet, app technology, digitalization, and social media. Most traditional companies, meanwhile, remain focused on their macro environment, at the expense of responding adequately to the new micro-level forces in play.

Companies must recognize that both demand and supply factors are or will be driving the transformation of their competitive landscapes. On the demand side, consumers expect a lot more from the products and services they use. They want speed, productivity, and convenience. They want easy connectivity and expanded scope for customization. And, as the success of services like TripAdvisor show, they want to be more engaged, with companies responding faster to their feedback with real improvements.

On the supply side, technological advances are toppling long-standing entry barriers. The online car service Uber adapted existing technologies to transform a long-sheltered industry that too often provided lousy and expensive service. Airbnb’s “supply” of rooms far exceeds anything to which traditional hotels could reasonably aspire.

An existing company would have to be highly specialized, well protected, or foolish to ignore these disruptions. But, while some well-established companies in traditional industries are already looking for ways to adapt, others still need to do a lot more.

Banks are adapting, but much more slowly and hesitantly. If they are to make progress, they must move beyond simply providing apps and online banking. Their aim should be holistic engagement of clients, who seek not only convenience and security, but also more control over their financial destiny.

· First, companies should modernize core competencies by benchmarking beyond the narrow confines of their industry.

· Second, they should increase their focus on customers, including by soliciting and responding to feedback in an engaging way.

· Third, managers should recognize the value of the data collected in their companies’ everyday operations, and ensure that it is managed intelligently and securely.

· Finally, the micro-level forces that have the potential to drive segment-wide transformations should be internalized at every level of the company.

Companies that apply these guidelines stand a better chance of adapting to what is driving today’s rapid reconfiguration of entire industries.

Adaptability

Hungary and Greece Say Yes to Russian Pipeline?

Anrdrew Rettman writes:  Greece and Hungary have endorsed plans for a Russian gas pipeline in the latest blow to EU unity over the Ukraine crisis.
Their foreign ministers, Nikos Kotzias and Peter Szijjarto, and counterparts from Serbia, Macedonia, and Turkey added their names to a declaration on the “Turkish Stream” project in Budapest.

Russian leader Vladimir Putin last year in Ankara said he’ll build Turkish Stream, a pipeline under the Black Sea to Turkey, after the EU blocked construction of South Stream, a pipeline under the Black Sea to Bulgaria, Serbia, and Hungary.

For its part, the European Commission blocked South Stream on grounds it violated EU anti-monopoly laws.

The Budapest communique underlines that it’s a statement of “political intent only, and that further exchange of views and dialogue is needed”.

The Turkish minister, Bozkir, told Hungarian media that “after the project’s feasibility studies are over, we’ll be able to give it a more qualitative estimate”.

The caveats come amid Turkish scepticism that Turkish Stream will be built because Russia lacks money and because its capacity exceeds the region’s requirements.

“Frankly, nobody in Turkey is taking it very seriously,” a Turkish source told EUobserver shortly after Putin unveiled Turkish Stream in Ankara last year.

“In the present climate, the Russians feel isolated. So they have the same reflex as the Iranians used to have – to announce some kind of new project with Turkey, and the whole idea is to show they still have international partners”.

The Budapest meeting represents a blow to EU unity over the Ukraine crisis despite the pipeline’s dim prospects.

Russia is courting Cyprus, Greece, Hungary, and Italy as potential veto-wielders on EU plans to extend economic sanctions before they expire in July.orts.

Nikolay Fyodorov, Russia’s agriculture minister, told Tass that Cyprus and Hungary might also get exemptions.

Tsipras told Russian media: “I think that the opportunity to strengthen our relationship is associated with tourism, as well as various cultural events”.

The Greek energy minister, Panagiotis Lafazanis, said: “I have a feeling that the visit of Alexis Tsipras to Moscow and his meeting with Vladimir Putin may become an important milestone”.

“The new chapter in the development of Greek-Russian co-operation, which will also include the Russian gas pipeline on Greek territory, may bring drastic and very positive changes to the political environment and the image of our region and of Europe”.

Pipeline

Is Russia a Top Military Exporter?

Samuel Benett writes:  Despite recent reports that Russia, along with the United States and China, is a top military exporter, Russian military equipment manufacturers are becoming less competitive in the global arms market and have been forced to withdraw from key sectors.

Prior to the fighting in Eastern Ukraine and the conflict over Crimea, Ukraine used to deliver technical components and technology to its Russian counterparts, maintaining the relationship established in the Soviet era, when certain key military industries were based in Ukraine.

Russian armored vehicles face increasing competition from Germany, China, and even Ukraine.

Despite such pessimism, there is little reason to think that Russian arms exports are going to suffer. Alexander Fomin, head of the Federal Service for Military-Technical Cooperation (FSMTC), recently said that over the past 11 years, the supply of Russian arms abroad tripled. Russia’s arms exports in 2014 exceeded $15.5 billion. The current portfolio of military orders amounts to $48 billion, according to Fomin. Responding to global instability and the proliferation of conflict, Russia has re-established military-technical cooperation and concluded contracts with Nigeria, Namibia, and Rwanda.

However, this year, exporting weapons will be more difficult, due both to sanctions and to violations of industrial integration, primarily with Ukrainian enterprises, and the resultant scarcity of parts.

Russia has to address gaps in precision electronic equipment and indigenous production.

Addressing Chinese competition, Shvarev noted that Beijing actively competes with Russia in the market segments where Russian exports are most competitive.

Ukraine’s military industry has dried up. Clearly it has suffered considerably since the start of hostilities with Russia-backed rebels, although there is still hope that Kiev can rebuild its domestic and export capacity following the cessation of hostilities. Military industry accounts for a good percentage of Ukrainian gross domestic product and involves large segments of the country’s economy.

To be fair, Russia’s defense industry has had its own issues securing sales on the global market. A few years back, Algeria refused delivery of Mig-29 Russian fighter jets due to the poor quality of the aircraft. In fact, such quality issues were severe enough that the Russian government began purchases of these aircraft in order to keep Mig manufacturers from going bankrupt. Russia also faced difficulties with its long-term client India when it came to the sale and modernization of an old Soviet aircraft carrier for Indian use.

Russia's Defense Industry