India managed to escape the worst of the global downturn and is poised, along with China, to lead the global economy out of the worst downturn since the Great Depression. Confidence is returning, with the stock market up 70 percent this year. A rousing re-election win for the Congress party in May has spurred expectations that long-delayed financial sector reforms will be implemented and sorely needed infrastructure investment will accelerate.
 
Still, questions linger. Global demand that drives India’s once red-hot outsourcing sector is slow in returning. Companies that hoarded cash to tide themselves through the downturn are wary of adding capacity until there are clear signs of demand. Consumer spending is being driven by stimulus measures that are unsustainable. The government is hamstrung by a stubbornly high fiscal deficit.
 
Other challenges include India’s infamous red tape, the threat of inflation in a fast-growing economy prone to bottlenecks, widespread poverty, and infrastructure that is inadequate to support a rapidly urbanising population of more than one billion.
 
Top executives and bankers will discuss their own plans and the broader opportunities and challenges for Asia’s third-largest economy during the Reuters India Investment Summit in Mumbai and Bangalore, which will generate exclusive stories, video and analysis. These will be immediately available only to Thomson Reuters clients during each Summit.

John Thain says he put shareholders first and his interests second in deciding to sell Merrill Lynch to Bank of America.

Thain, speaking at the Reuters Global Finance Summit in New York, said a deal to sell a partial stake in Merrill Lynch to Goldman Sachs would have been better for him, but the sale of the entire Wall Street firm to Bank of America was the best outcome for shareholders.

Over a fateful weekend in September 2008, as Lehman hurtled toward bankruptcy, AIG floundered and the financial system looked into the abyss, Merrill held discussions with Bank of America, Goldman Sachs and Morgan Stanley for various transactions, Thain said.

Initial discussions with Bank of America involved either the sale of the entire company or a 9.9 percent stake and a multibillion credit line, the former Merrill CEO said.

With Goldman, discussions only involved the stake sale and the credit line. Discussions with Morgan Stanley about a strategic transaction were brief, he said.

“When Bank of America offered $29 a share on Sunday afternoon, it was clear to me that was the best thing for our shareholders,” Thain said. 

Thain was fired by Bank of America soon after the deal closed, and is now considering a career in private equity and other jobs. 

“The risk to the shareholders, the risk to the company that a 9.9 percent stake and a multibillion dollar credit facility might not be enough was much too high,” Thain said. “Now, for me personally, it might have been better. But my job was to protect the shareholders.”

Takeo Sumino, chief operating officer of Nomura Holding America Inc, wants to make one thing clear: neither he nor his Tokyo colleagues are into the habit of breaking into song first thing in the morning at the office.

A Wall Street Journal story in July said that one group of Nomura traders sang a company song in morning meetings.

“Japan created the video game, Japan has created the karaoke culture, but that does not necessarily mean that Nomura as a company will ask people to sing a song every day,” he said, trying to debunk reports of culture clashes between Nomura bankers and their new colleagues at the former Lehman Brothers empire in Asia and Europe.

“I worked in Nomura for 22 years. I never sang a song in the morning,” he said. “If you want to sing a song or listen to my song I can take you to karaoke, but you don’t need to come to my office because I don’t sing a song.”

Sumino acknowledges that the Lehman deal has changed things at Nomura, but insists it's been in positive ways.

Bankers who could only communicate in Japanese are now rattling off e-mails and water cooler conversations in English, he told the Reuters Global Finance Summit.

“I do think a very big transition, a transformational change took place in Nomura after we started working with Lehman,” Sumino said.

“E-mail traffic in English . . . . is tremendously larger,” he said. “The number of individuals in Tokyo who used to be able to operate only speaking in Japanese, a lot of them are now communicating and writing and speaking in English.”

Swine flu is turning out to be a sales bonanza for drug companies - just don’t call it a windfall, says GlaxoSmithKline.

As one of the world’s top suppliers of both vaccines and antiviral medicine, CEO Andrew Witty resents the implication that billions of dollars of business simply fell into his company’s lap when the World Health Organisation declared H1N1 a pandemic in June.

“For me the word windfall means you’re walking down the street and something fell out of the sky,” he told the Reuters Health Summit. “We’ve spent the best part of 15 years investing for this situation and our ability to manufacture and supply potentially 500 million or so doses (of vaccine) is all because of these investments.”

U.S. healthcare reform is top of everybody’s agenda right now — but Barack Obama isn’t the only government leader chasing a new deal.

“If you are talking healthcare reform, it’s our daily life in Europe,” Novo Nordisk CEO Lars Sorensen told the Reuters Health Summit in New York.

“Prices are being impacted, there is parallel trade — all kinds of tricks that are aimed at reducing cost. Europe is very anemic at the moment.”

European governments have been pushing back against rising healthcare bills for years with a range of measures including price cuts, and ballooning budget deficits in the wake of the financial crisis are not helping one bit.

Have healthcare companies sunk as far as controversial tobacco companies in the public eye? One medical equipment maker thinks so.

Makers of medical tests, implants and other devices face anywhere from $2 billion-a-year in industry-wide taxes in the House of Representatives’ health reform bill passed on Saturday to $4 billion-a-year under a Senate version.
The Senate measure’s tax is not deductible and would be applied much like the tobacco settlement from cigarette makers years ago, said Beckman Coulter CEO Scott Garrett.

“That hurts, that stings to be treated like the tobacco industry,” he told the Reuters Health Summit in New York.

It could hurt customers — hospitals, patients and others — too. Companies have said they would have pass along any higher costs from the tax directly onto users.

Garrett, whose company makes clinical diagnostic tests as well as other research instruments, said he was “rooting for the House version,” which is tax deductible and phases in the charges starting in 2013.

A dozen Reuters reporters are covering the annual Reuters Health Summit in New York, featuring speakers from the world’s leading healthcare companies, including Pfizer, GlaxoSmithKline, Merck, Novartis, AstraZeneca, Novo Nordisk and Eli Lilly, plus top insurers and the commissioner of the Food and Drug Administration. Follow the action as it happens:

Pharmaceutical companies are striking mega deals, diversifying and cutting costs to gird for the storm of patent expirations. There are signs that the industry is becoming more productive in its research labs after an extended dry patch. But investors are not convinced they are on the path to sustained profits: pharmaceutical stocks overall have underperformed the broader market in 2009, and trade in general at low premiums. 
 
Indeed, Wall Street skepticism persists in many corners of healthcare. The uncertainty over the outcome of U.S. health reform efforts has brought a cloud over the sector, none more so than for health insurers, which are at rock-bottom valuations. The weak economy weighs on medical technology companies, as hospital keep tight reins on budgets and people avoid elective procedures.
 
Some of the world’s most prominent CEOs and top executives from leading health care companies and organizations will discuss these and related issues at the Reuters Health Summit, which will generate exclusive interviews and key insights from our team of reporters as well as online video and blog postings, which will be immediately available only to Thomson Reuters clients during the Summit.

Henrik Fisker, the storied car designer who has shaped Aston Martins, Fords and BMWs, told the Reuters Autos Summit this week that he now wants a starring role in the green revolution.

But he also wants to make the world safe for sports cars for generations to come.

“Being a car enthusiast and loving cars, to be quite honest, I could not imagine a life without a beautiful, fast sports car,” Fisker said. “I needed to do something to make sure that I could drive one of those nice cars, my children could drive one of those beautiful, fast cars.”

So what was Fisker’s inspiration? What was the epiphany when he realized that the world was ready for the upcoming Fisker Karma, a $90,000 plug-in hybrid with 50 miles of all-electric fun?

Leonardo DiCaprio…in a Prius.

“A couple of years ago it started, by people who were maybe a little ahead of their time. You saw some movie starts like Leonardo DiCaprio buying a Prius.

“He could have bought any car in the world, and I remember seeing that on television and thinking to myself, you know, when you’ve got a guy who could buy any Ferrari or Rolls Royce and he’s buying a Prius, you know something is changing dramatically.”

(Henrik Fisker photo by Rebecca Cook of Reuters; Leonardo DiCaprio photo by Mario Anzuoni of Reuters.)

When it comes to competition in the auto business, it's the unknown that keeps the top U.S. Honda executive, John Mendel, up at night.

Mendel, speaking to the Reuters Auto Summit in Detroit, said he is always concerned about the conventional competitors. But what he is really afraid of is a company that "changes the game."

"What keeps me up regarding new competition is someone significantly changing the game," Mendel said.

People mention an autoseller taking up dealers dropped by General Motors, Chrysler or Saturn.

"What if they didn't have a dealer network," Mendel said. "What if they used big-box retailers and contracted with Jiffy Lube to have your car fixed?

"That could be a really new metric, which suddenly changes the whole cost structure for distribution significantly," said the Honda executive.

That has been tried before, by Sears, in the 1950s, but was killed by the complex state franchise laws that protect dealership networks.

Would such an idea work if tried by the Walmarts or the Costcos of the world? Should the U.S. state franchise laws be changed to allow it?

Mendel was a featured guest at this year's Reuters Autos Summit, which runs through Thursday in Paris and Detroit.