Archive for November 26th, 2008

How much profit does Toyota makes on a Prius?

November 26, 2008

Excerpted from Washington Post, “The Car of the Future — but at What Cost?”, Steven Mufson, November 25, 2008

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Hybrid Vehicles Are Popular, but Making Them Profitable Is a Challenge

Sen. Charles E. Schumer said last week. “We need a business model based on cars of the future, and we already know what that future is: the plug-in hybrid electric car.

“But the car company Schumer and other lawmakers envision for the future could turn out to be a money-losing operation, not part of a “sustainable U.S. auto industry.

“That’s because car manufacturers still haven’t figured out how to produce hybrid and plug-in vehicles cheaply enough to make money on them.

After a decade of relative success with its hybrid Prius, Toyota has sold about a million of the cars and is still widely believed by analysts to be losing money on each one sold.

U.S. lawmakers want the companies to produce automobiles of the future, using advanced technologies and featuring hybrid or plug-in vehicles.But there’s no guarantee that the new business model would be any more viable than the current one.

Automobile experts estimate that the battery in a plug-in vehicle could add at least $8,000 to the cost of a car, maybe considerably more.

Most Americans will be unwilling to pay the extra price, especially if gasoline prices languish around $2 a gallon.

One of the mysteries about GM’s plans to introduce the Volt in 2010 is how much it will cost to buy one.

“What’s the Volt going to cost? I would be happy to answer that if you can tell me the price of oil in 2010,” said Robert A. Kruse, GM’s executive director of global vehicle engineering for hybrids, electric vehicles and batteries.

“I can tell you to the penny what it will cost GM, but pricing is much more related to market conditions.”

“In 10 years are they [at GM] going to solve the technological problems with respect to the Volt? Sure,”

“But are they going to be able to stake their survival on it? I’d say they can’t. They have to stake their future on Malibus, the Chevy Cruze, and much more conventional technologies.”

“Do you bet on lighter, smaller, more fuel efficient but ultimately less profitable cars or do you hold back a little on technology development and look at new versions of existing cars.”

Many experts say that gas guzzlers will not fade away as long as Congress fails to impose higher taxes on gasoline to steer people toward fuel-efficient cars.

“I can easily imagine three years from now when public is focused on a new set of priorities . . . that this whole hubrid thing would go poof.”

Obama proposed a $7,500-a-vehicle tax credit for plug-in vehicles during his presidential campaign.

Roughly half of Americans don’t earn enough to take advantage of such a big tax credit.

Many others don’t have the cash to purchase an expensive vehicle then wait for a federal refund.

So,  GM and other car companies, while preparing plug-in vehicles, are more likely to live or die based on the sales of conventional cars that get better fuel efficiency through improved transmissions, reduced weight or hybrid technology.

GM says it will offer nine hybrids for sale by the middle of next year.

Reinert says that Toyota will eventually offer hybrid versions of all its car models.Auto industry experts say that the basic problem is that the U.S. industry geared up to make 18 million cars and light trucks a year and that it will be lucky to sell 11 million this year.

“There’s fluff and there’s reality,” Keller said.

 “The fluff is the Chevy Volt . . . That’s not going to save GM in the next five years. What will save GM is more small sedans and more crossovers. That’s what people are going to be buying.”Full article:

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Getting Your Network To Work for You

November 26, 2008

Excerpted from WSJ “Networking? Here’s How to Stand Out” by Joann Lublin , November 4, 2008

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Fans of Bruce Mount sang his praises to BzzAgent before he applied to become vice president of engineering of the Boston word-of-mouth marketer.

In late June, the software-development manager asked nearly two dozen present and past colleagues to tout his abilities. “Even one sentence will help!” he assured them. Their testimonials ranged from a brief haiku to a multipage missive dubbing him “a freakin’ goldmine of knowledge, ingenuity and kindness.”

Mr. Mount’s creative approach “made him stand out,” recalls BzzAgent’s director of recruiting. He was the frontrunner among 166 outside prospects…

Unusual times demand unusual networking tactics. Most candidates find work through networking, surveys show. But in today’s dismal job market, many feel frustrated with standard strategies such as tapping friends for referrals…

“The bar has been raised on what it takes to make networking work,” concurs Scott Allen, a consultant about online networking. “Virtual interaction allows us to create the illusion of networking by making electronic links with people,” but online ties represent “just a starting point,” he says. “You still need some kind of relationship.”

For job hunters who use networking Web sites like Linkedin.com, Mr. Allen favors a more-sophisticated approach. When you invite someone to join you on LinkedIn, he proposes including a personalized offer of help, such as an introduction to a customer or a useful link to a relevant article.

In the real world, you can improve your networking by finding out whether key executives of potential employers will attend a trade group meeting and then scheduling encounters during the event… “Don’t expect to just show up and bump into these people,” he cautions…

There are additional ways to network more effectively at events. “Be the only person like yourself in the room”…An offbeat but memorable “elevator pitch” will also make you stand out in a crowd, says Lorraine Howell, a public-speaking trainer in Seattle…

Still frustrated? Your network may know why. Ask friends, relatives and associates to anonymously assess your strengths and weaknesses through SurveyMonkey.com…

Possible questions to pose in an anonymous poll of your network:

  • What three words come to mind when you think of my strengths? Areas where I could improve?
  • Is there one aspect of my hunt where I am making a big mistake but appear unaware? If yes, what is my mistake?
  • What jobs do you think I might be good at that I haven’t considered?
  • What type of jobs have I looked down on that might pay well?  

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Full article:
http://online.wsj.com/article/SB122575114437694677.html

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Stimulus rebates would be so much better … if they worked.

November 26, 2008

Excerpted from WSJ, “Permanent Tax Cuts Are the Best Stimulus”, Taylor, Nov. 25, 2008

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The major part of the first stimulus package was the $115 billion, temporary rebate payment program targeted to individuals and families that phased out as incomes rose. Most of the rebate checks were mailed or directly deposited during May, June and July.

The argument in favor of these temporary rebate payments was that they would increase consumption, stimulate aggregate demand, and thereby get the economy growing again. What were the results? The chart below reveals the answer.
The upper line shows disposable personal income through September. Disposable personal income is what households have left after paying taxes and receiving transfers from the government. The big blip is due to the rebate payments in May through July.
The lower line shows personal consumption expenditures by households. Observe that consumption shows no noticeable increase at the time of the rebate. Hence, by this simple measure, the rebate did little or nothing to stimulate consumption, overall aggregate demand, or the economy.

[Commentary]

Based on the permanent-income theory of Milton Friedman, and the life-cycle theory of Franco Modigliani, temporary increases in income will not lead to significant increases in consumption. However, if increases are longer-term, as in the case of permanent tax cut, then consumption is increased, and by a significant amount.

The mantra often heard during debates about the first stimulus was that it should be temporary, targeted and timely. I recommend alternative principles: permanent, pervasive and predictable

Full article:
http://online.wsj.com/article/SB122757149157954723.html 

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General Mills Milks its Margins to Stay Lean

November 26, 2008

Excerpted from Fortune “Cereal Cost Cutters” by Mina Kimes, November 3, 2008

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At General Mills, the maker of Cheerios, cost-cutting is a way of life:

Company execs meet weekly to discuss ways to streamline products. The company’s Holistic Margin Management system has helped them sustain higher margins than their peers…

“Was it cute that the pretzels in our Hot ‘n Spicy Chex Mix spelled H-O-T?” 

 “Sure, it was cute, but we had 14 different pretzel shapes. By getting rid of some of them, we save $1 million a year.” A million bucks may not seem like much for the $13.7-billion-a-year company, but General Mills…makes hundreds of such cost-cutting decisions each year. And those cuts add up:

Last year General Mills  posted a 13% gain in profits…and analysts say that it has fatter margins than Kraft and ConAgra…

CEO Ken Powell attributes the gains to a General Mills-designed fat-trimming system called holistic margin management.

General Mills had worked on improving efficiency for decades, but the rise in inflation a few years ago spurred it to seek a more effective companywide productivity solution…  

Powell’s team first applied the system to struggling Hamburger Helper. At the time the company sold 50 versions of the product, with 25 pastas ranging from wagon wheels to spirals. Executives researched the costs of producing the different options as well as how much consumers liked them, then eliminated half of them. They excised unimportant spice and cheese pouches. They shrank the size of the box while keeping the serving size the same. The upshot: Hamburger Helper now costs 10% less to make.

Margin management soon grew into a structured process at General Mills…Ditching multicolored Yoplait lids…saved $2 million a year.

Factory-floor workers will point out when box sizes are inefficient for putting in trucks. And consumer researchers identify flavors that aren’t selling…

One group recently looked at the oils, flour, and sugar that its baking division uses. The team found a way to consolidate purchases of such items, giving General Mills more buying power. The changes resulted in $12 million in annual savings.

Of course, frugality is just one of many ingredients needed to be successful in consumer foods. Innovation and marketing drive sales, and General Mills’ revenues rose 14% last quarter after it heavily promoted new products such as Fiber One yogurt. But the money for such aggressive initiatives, says Powell, comes from margin management.

First you have to protect your margins,” he says. It figures that the company that makes Wheaties would understand that sometimes the best offense is a strong defense 

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Full article:
http://money.cnn.com/2008/10/29/magazines/fortune/kimes_generalmills.fortune/index.htm?postversion=2008110311

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