How well does our system work? You can use the numerical index to check our blogs from the last big recession.

Much of the world suffered a severe recession from 2008 to 2011.  During that time, we wrote more than 250 blogs using publicly available information and our Strategystreet system to project what would happen in various companies and industries who were living in those hostile environments.  In 2022, we began to update each of these blogs to see what later took place and to check the quality of our conclusions. To date, we have completed the first 175 of our original blogs.  You can use these updated blogs to see how well the Strategystreet system works.

36-International vs. U.S. Growth

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Recently, CIBC World Markets’ Jeff Rubin, who is Chief Economist, and Avery Shenfeld, a Managing Director, produced a slide show called “The Age of Scarcity.” This slideshow helps me understand why my domestic and Europe investments are off so much more this year than my investments in emerging markets. Among the surprising findings are the following: The U.S. is responsible for only 10% or so of global GDP growth, the Euro zone for about 8%. But the emerging markets, including Brazil, Russia, India, China and the mid-East oil producers are responsible for 37%. All the…

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35-Cost in Two Hostile Industries

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Again, we will look at two domestic industries in overcapacity: the automobile and the airline industries. We call these industries Hostile markets, because returns for most of the players in the industry are low and price competition is intense. Over the last twenty years, we have studied and worked in many of these Hostile markets. In about three-quarters of the cases, market hostility is caused by the expansion of industry competition, especially expansion by low-cost competitors. Hostility in both the airline and automobile industry is the result of expansion by competitors. In autos, the expansion…

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33-Capacity Reduction to Raise Prices

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Some analysts have estimated that the domestic airline industry needs to reduce its capacity by 20% in order to become profitable. This estimate sounds very high to me, as I’m sure it would to most of the flying public. If you miss a flight today, or if one should happen to be canceled on you, you are not necessarily going to get to your destination today. Airlines are flying with a high percentage of their seats filled. But the airline industry seems to be taking this advice to heart. All of the legacy airlines have…

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26-HP/EDS Combination: The Conclusion

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This entry is the last in our series of four entries on the HP/ED deal. The Setting Hewlett Packard has proposed a take-over of EDS, in order to improve its services, revenues and profits. EDS is #2 to IBM in the computer services industry. Hewlett Packard is #5. The combined company, at $38 billion in revenues, would have only a 5% share of the market. IBM has $54 billion in services revenues and 7% market share. The reaction in the stock market has been mixed. Hewlett Packard stockholders don’t like it. Its share price fell.…

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25-HP and EDS: The Cost Case

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This entry is the third in our series of four entries on the HP/EDS deal. The Setting Hewlett Packard has proposed a take-over of EDS, in order to improve its services, revenues and profits. EDS is #2 to IBM in the computer services industry. Hewlett Packard is #5. The combined company, at $38 billion In revenues, would have only a 5% share of the market. IBM has $54 billion in services revenues and 7% market share. The reaction in the stock market has been mixed. Hewlett Packard stockholders don’t like it. Its share price fell.…

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24-HP and EDS: The Customer Case

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This entry is the second in our series of four entries on the HP/EDS deal. The Setting Hewlett Packard has proposed a take-over of EDS, in order to improve its services, revenues and profits. EDS is #2 to IBM in the computer services industry. Hewlett Packard is #5. The combined company, at $38 billion in revenues, would have only a 5% share of the market. IBM has $54 billion in services revenues and 7% market share. The reaction in the stock market has been mixed. Hewlett Packard stockholders don’t like it. Its share price fell.…

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21-Lagging Badly Pedaling Downhill

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Microsoft, at least for now, has failed in its efforts to acquire Yahoo. If it had succeeded in this acquisition, Microsoft would have had to do some radical surgery on Yahoo’s search business, and on its own as well. Yahoo is lagging badly despite high growth. Yahoo’s revenue growth in the search business is about 19% a year. This sounds very good. In many industries that growth would be spectacular. But the overall growth in search revenues is 28% a year. Yahoo is lagging badly. Google is the overwhelming star performer. Its growth rate is…

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19-The Brand is Worth More than the Land

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The modern hotel industry is really two separate businesses. The first business includes companies that have the hotel brand names. These companies manage and operate hotels. These companies include InterContinental Hotels Group, Starwood, Wyndham and Marriott. The second group are companies that are owners of the hotel properties. Most of these are REITs. In a deteriorating market, the hotel operators, the first group of companies, perform better than the hotel owners because they have far lower capital employed and higher margins. These operating companies maintain higher operating margins over an extended period of time. At…

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17-Low-End Competitor Exposes Fundamental Strategic Errors of the Leaders

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Low-end competitors don’t think like industry Standard Leaders. As a result, they often blow big holes in the leader’s plans. For twenty-five years, from the early 70s until the late 90s, the color television manufacturing market was one of the worst places on Earth to compete. Those companies who did survive, and there weren’t many, became hard-bitten competitors with no illusions about the inevitability of success of even the largest companies. The two largest U.S. competitors, RCA and Zenith, are now nearly-forgotten names. GE was another titan victim of the inexorable pressure of intense price-based…

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14-Garmin Tail Wags the Dog

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Garmin is having big trouble these days. As one of the leaders in the personal-navigational device business, Garmin is besieged by much larger competitors from an adjacent industry. In particular, the cell phone hand set makers are doing the same thing to GPS functions that they did to the PDA market a few years ago. They are turning GPS into one of the functions on smart phones. In 2007, 18% of mobile phones already had the GPS function embedded in them. That percentage may double within a couple of years. But Garmin has come with…

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