Asian shares fall as US unleashes fresh tariffs, jobs data up next
SYDNEY (Reuters) -Asian shares fell on Friday after the U.S. slapped dozens of trading partners with steep tariffs, while investors anxiously await U.S. jobs data that could make or break the case for a Fed rate cut next month.
Late on Thursday, President Donald Trump signed an executive order imposing tariffs ranging from 10% to 41% on U.S. imports from dozens of countries and foreign locations. Rates were set at 25% for India's U.S.-bound exports, 20% for Taiwan's, 19% for Thailand's and 15% for South Korea's.
He also increased duties on Canadian goods to 35% from 25% for all products not covered by the U.S.-Mexico-Canada trade agreement, but gave Mexico a 90-day reprieve from higher tariffs to negotiate a broader trade deal.
"At this point, the reaction in markets has been modest, and I think part of the reason for that is the recent trade deals with the EU, Japan, and South Korea have certainly helped to cushion the impact," said Tony Sycamore, analyst at IG.
"After being obviously caught on the wrong foot in April, the market now, I think, has probably taken the view that these trade tariff levels can be renegotiated, can be walked lower over the course of time."
MSCI's broadest index of Asia-Pacific shares outside Japan fell 0.4%, bringing the total loss this week to 1.5%. South Korea's KOSPI tumbled 1.6% while Japan's Nikkei dropped 0.6%.
EUROSTOXX 50 futures dropped 0.5%. Nasdaq futures fell 0.5% while S&P 500 futures slipped 0.3% after earnings from Amazon failed to live up to lofty expectations, sending its shares tumbling 6.6% after hours.
Apple , meanwhile, forecast revenue well above Wall Street's estimates, following strong June-quarter results supported by customers buying iPhones early to avoid tariffs. Its shares were up 2.4% after hours.
Overnight, Wall Street failed to hold onto an earlier rally. Data showed inflation picked up in June, with new tariffs pushing prices higher and stoking expectations that price pressures could intensify, while weekly initial jobless claims signalled the labour market remained on a stable footing.
Fed funds futures imply just a 39% chance of a rate cut in September, compared with 65% before the Federal Reserve held rates steady on Wednesday, according to the CME's FedWatch.
Much now will depend on the U.S. jobs data due later in the day and any upside surprise could lower the chance for a cut next month. Forecasts are centred on a rise of 110,000 in July, while the jobless rate likely ticked up to 4.2% from 4.1%.
The greenback has found support from fading prospects of imminent U.S. rate cuts, with the dollar index up 2.4% this week against its peers to 100, the highest level in two months. That is its biggest weekly rise since late 2022.
The Canadian dollar was little impacted by the tariff news, having already fallen about 1% this week to a 10-week low.
The yen was the biggest loser overnight, with the dollar up 0.8% to 150.7 yen, the highest since late March. The Bank of Japan held interest rates steady on Thursday and revised up its near-term inflation expectation but Governor Kazuo Ueda sounded a little dovish.
Treasuries were largely steady on Friday. Benchmark 10-year U.S. Treasury yields ticked up 1 basis point to 4.374%, after slipping 2 bps overnight.
In commodity markets, oil prices were steady after falling 1% overnight. U.S. crude rose 0.1% to $69.36 per barrel, while Brent was at $71.84 per barrel, up 0.2%.
Spot gold prices were steady at $3,288 an ounce.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Fox News
21 minutes ago
- Fox News
Coming up on ‘Fox News Sunday': August 3rd, 2025
This week on 'Fox News Sunday,' Shannon Bream speaks with National Economic Council Director Kevin Hassett about President Donald Trump's latest tariff announcement, and Sen. Tim Kaine, D-Va., about the ongoing crisis in Gaza.


Forbes
22 minutes ago
- Forbes
Apple's $275 Billion China Bet Is Now A Major Risk
Apple sells more than 220 million iPhones a year. By most estimates, nine in ten are made in China. Many of the components in Apple products are made, sourced, and assembled in China. The tech giant reported robust earnings for the three months to June, but the future is cloudy. It has been for some time because of Apple's reliance on China and the increasing tension between China and the US. Tariffs are one manifestation of the growing geopolitical strife. Chief executive Tim Cook told analysts on a conference call that tariffs had already cost Apple $800 million in the previous quarter, and may add $1.1bn in costs to the next quarter. But it is not just the costs that tariffs will add to the Apple supply chain. Apple has nurtured Chinese companies whose products are now highly competitive with the tech giant. In the book Apple in China, the author Patrick McGee reports that Apple pledged in 2016 that over the following five years, it would invest more than $275 billion in China. That pledge was exceeded. The sophisticated supply chain Apple built in the country, with suppliers that Apple nurtured, is now being leveraged by Chinese companies, notably Huawei, to build sophisticated electronics products. Huawei's Mate XT is a more expensive phone with alluring features than the iPhone. Apple isn't expected to match these product capabilities until 2017. Apple has gone from leadership in design in this market, with the margins to match, to having serious competition. How could Apple have been so stupid? A fundamental concept of risk management is that you don't put all your eggs in one basket. Patrick McGee explains how this came to be in his outstanding book. McGee interviewed over 200 people, mostly Apple employees, to provide insights on this 'famously secretive company.' Apple's Historic Supply Chain Historically, Apple manufactured its own products across several regions. In 1983, Apple opened a highly automated plant in Fremont, California, to produce the first Macintosh computers. Apple established a presence in Europe with a plant in Cork, Ireland. This plant, which opened in 1980, later manufactured customized Macintosh computers for European markets. This is the historic way of hedging your bets and managing risk. Apple understood this principle. But as contract manufacturing emerged as an alternative to a company owning its own manufacturing plants, Apple experimented with this model and achieved positive outcomes. The theory behind contract manufacturing is that companies should focus on what they do best, their core competencies. In Apple's case, that was design. Initially, they were working with American firms and had plants in the US. But Taiwanese headquartered Foxconn proved to have better capabilities than its US rivals, and Foxconn won an increasing share of Apple's final assembly business. You can still practice effective risk management using contract manufacturers with plants in different regions of the world. Foxconn, at Apple's behest, did experiment with manufacturing in other regions of the world in addition to China. But Foxconn, a tremendously harsh taskmaster when it comes to their labor force, struggled to achieve the same level of quality, cost, and scalability anywhere but in their facilities in mainland China. Foxconn then committed to relying on production based in China. As Foxconn delivered better results than its competitors, they gained a larger and larger share of Apple's business. Apple's Strategy in Procurement Apple does not believe in win/win procurement or vested outsourcing. McGee points out that the iPhone accounts for fewer than 20% of smartphones sold globally, yet it garners more than 80% of industry profits. 'In no other market does a minority player command this kind of dominance.' 'Insofar as this statistic was discussed at all, it was chalked up to Apple's brand appeal.' This is not entirely true, says McGee. Apple was able to get suppliers to work for a pittance. As the design leader, suppliers came to believe that other electronics OEMs would copy the cutting-edge features in Apple phones and that they would be the leading contenders to win deals with Apple's competitors. These deals would command much higher margins. The Taiwanese contract manufacturer Foxconn was the first to come to this conclusion. They bet big on this model. And they grew to be the world's largest contract manufacturer based on this bet. A Different Approach to Contract Manufacturing Companies can differentiate their products in different ways. Differentiation can be based on price, a broad set of product choices, service, or market-leading product capabilities. Being on the cutting edge of design is how Apple has always differentiated itself. This led to a fundamentally different kind of supply chain for Apple. Apple's electronics rivals sell a limited number of units across dozens of different models per year. The follow-the-leader strategy employed by these companies was based on using standardized parts with wider tolerances. 'But Apple was different,' McGee wrote. 'Apple's product portfolio remained radically simplified. Even by 2015, Apple was only releasing two new iPhones a year. They were hand crafting luxury phones but doing it in mass market quantities. In their search for suppliers, Apple gravitated toward quality, not price. To reach that quality, Apple had to come up with new processes to make the phones; but until Apple chose a new design these processes wouldn't exist. So it had to work far more intimately with suppliers.' This supplier intimacy model included designing and purchasing the equipment that the suppliers used. This is very different from standard contract manufacturing, where the contract manufacturer purports to have better manufacturing capabilities than the companies they work for, and their clients take a hands-off approach to managing production. 'Apple took extraordinary control over its suppliers to ensure it was getting the appropriate prices,' McGee explained. 'It demanded access to every detail about the suppliers' operating costs, from the wages of its workers and the cost of its dormitories to the bill of materials and expense of the machinery.' Apple also procured components on behalf of the suppliers. 'In fact, Apple often had a better sense of the supplier's operation costs than the supplier itself.' And as Foxconn concentrated on manufacturing in China, an industrial cluster of suppliers would grow up around these plants. Apple engineers would teach these suppliers, competing suppliers for different components, how to do quality manufacturing on a huge scale. China Subsidized Manufacturing in China Foxconn concentrated on manufacturing in China not just because of the low wages of the Chinese workers, but because the state subsidized and promoted export-led production in numerous ways. If you want to build a new factory in the US or Europe, obtaining the necessary building permits and complying with other regulations can take years. In China, authorities could make this happen in months. China would give Foxconn and some of the suppliers the land on which the factories would be built and then build the road infrastructure at no cost to Foxconn or their suppliers. Initially, China even bought new machine tools for companies like Foxconn. Local regions often lacked the necessary workers. China facilitated getting these workers from other, poorer regions of the nation. Are there rules about the number of hours workers are allowed to work, overtime, or environmental compliance? China prioritized building a sophisticated manufacturing base over the enforcement of these pesky regulations. Apple Has Been Captured by China McGee concludes that for Apple to extricate itself from production in China will be tremendously difficult. Suppliers with the requisite skills don't exist in other regions, and there is no guarantee that China will permit its indigenous suppliers to produce outside the country. The Chinese government can also make diversification painful. Beijing has deployed a number of tactics against other companies to make this point. Electricity suddenly becomes available for only a few hours a day. Raw materials can be stopped before they arrive at the factory. McGee concludes that there is no way Apple could diversify from China in any meaningful way within the next five years. 'It's just impossible.'
Yahoo
33 minutes ago
- Yahoo
Warren Buffett's Berkshire Hathaway sold stocks and didn't snap up bargains even as markets crumbled after ‘Liberation Day'
Berkshire Hathaway's second-quarter results showed that the conglomerate remained a net seller of stocks and continued to accumulate cash. That period includes the head-spinning stock market plunge and rebound following President Donald Trump's rollout of aggressive tariffs on 'Liberation Day' in April. Warren Buffett's Berkshire Hathaway largely remained on the sidelines last quarter, even as the stock market cratered on President Donald Trump's 'Liberation Day' tariffs and briefly presented steep bargains. Second-quarter results released on Saturday revealed that the conglomerate was a net seller of stocks for the 11th straight quarter. Berkshire offloaded $6.92 billion during the quarter and bought $3.9 billion. Meanwhile, Buffett's cash pile kept getting bigger, hitting a fresh high of $344 billion at the end of June, up from $333 billion at the end of March. Berkshire also refrained from stock repurchases for the fourth consecutive quarter. The legendary value-conscious investor has bemoaned the lack of good deals for years now. That includes possibilities for large acquisitions of companies that could be folded into Berkshire as well as major stock purchases for the portfolio. At the same time, Buffett has also avoided knee-jerk moves, and the stock market saw a head-spinning plunge and rebound in April as Trump shocked Wall Street with his aggressive tariffs then put them on hold just days later. During the selloff, the S&P 500 flirted with bear market territory, diving nearly 20% from its prior high. But the index has since shot back up to fresh records. Still, the swoon also highlighted Buffett's uncanny timing, as he appeared to anticipate a market downturn last year by selling $134 billion in equities in 2024—when the bull market was still raging. The stock market swings also came as Buffett was contemplating a transition away from his leadership role. In May, he announced that his anointed successor, Greg Abel, should take over as Berkshire Hathaway CEO by the of the year. While Buffett is expected to stay on as chairman, he may be staying away from dramatic moves to clear the decks for Abel, who had already been taking on a bigger leadership role before May. Despite his aversion for major purchases lately, Buffett's annual letter to shareholders in February reaffirmed his commitment to staying invested in stocks and companies, even as cash continued to mount. 'Berkshire shareholders can rest assured that we will forever deploy a substantial majority of their money in equities—mostly American equities although many of these will have international operations of significance,' he wrote. 'Berkshire will never prefer ownership of cash-equivalent assets over the ownership of good businesses, whether controlled or only partially owned.' Berkshire also reported that its operating earnings, which exclude the impact of its investments, fell 4% to $11.16 billion in the second quarter as insurance-underwriting results weakened. The company booked a $3.8 billion impairment on its Kraft Heinz stake as well, marking down its value to $8.4 billion. This story was originally featured on Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data