Archive for December 17th, 2008

But, the dogs have been eating the dog food …

December 17, 2008

The Detroit auto execs have been getting pillaged for not making the kind of vehicles that consumers want to buy.

That accusation doesn’t seem to to ring true when driving down an interstate highway or walking through shopping mall parking lots.  I see plenty of SUVs, min-vans, and pick-ups with American brand names.  Some look pretty new to a casual observer.  Seems like folks are buying them.

In fact, for the past several years, about half of the best selling vehicle models are U.S. brands.  The SUVs have fallen out of the top 10, but pick-ups still top the list and at least one American car (Impala) makes the list.  Detroit may not have the car of the future, but it seems to have had some cars for the recent past.

Where are hybrids are the list?  Nowhere.  

CNBC’s Maria Bartiromo  raised that point with Congressman Barney Frank:

Does Congress realize how few hybrids have been sold, as it pushes, Detroit to make them, and will Congress give consumers greater incentives to buy these cars?

Frank’s reply was odd — even by Barney Frank standards:

“That’s a very fair point. And one of the things I’ve been saying is that some of my colleagues and the commentators who have been blaming the auto companies forget to blame somebody else—the consumers. In the recorded history of America, no one was ever forced at gunpoint to buy a Hummer. But we do believe that the combination of genuine concern about global warming and energy efficiency means people are now ready to buy these cars.”
http://www.businessweek.com/magazine/content/08_51/b4113000737793.htm 

Translation:   “If the dogs don’t eat the dog food, blame the dog.”  Not exactly the “marketing concept” at work.

Ken’s take: It looks like Detroit makes vehicles that many American consumers like, but that Washington  doesn’t like .  The congressional meddlers want Detroit to make cars that are guaranteed to lose money (lots of it).  If only the dogs would eat the right food.

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If the consumer craves "green", why is Toyota delaying its new Prius plant?

December 17, 2008

Toyota is delaying the opening of a new Prius plant in Mississippi.

The plant, near Tupelo, was originally going to make Highlander SUVs from late 2009. Then, as part of a big shakeup of the company’s U.S. production, Toyota decided it would begin making the new Prius at the site from 2010.

Now, Toyota will wait until the market starts picking up.

Excerpted from Business Week Online, Dec. 15, 2008:
http://www.businessweek.com/autos/autobeat/archives/2008/12/toyota_delays_n.html?chan=top+news_top+news+index+-+temp_news+%2B+analysis

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Ken’s Take: It is broadly reported that Toyota — the runaway market leader in hybrids — loses money on each Prius it sells.  So, if Toyota can’t make money on hybrids, how are they (hybrids) going to save Detroit?  As usual, I must be missing something.

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Sirius XM faces strategic challenges, debt load … and, oh yeah, NASDAQ delisting

December 17, 2008

Excerpted from Business Week, “Sirius XM’s Dual Concerns: Debt, Delisting”, December 12, 2008

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Sirius XM  is racing to get its financial house in order … The company’s shares have plunged more than 85%, to 14¢,and risk being delisted from the Nasdaq stock market in the coming months.

The biggest hurdle for cash-strapped Sirius XM will be refinancing $1 billion in debt that’s coming due in 2009.

The company is also under pressure to reduce operating costs. Sirius XM may need to negotiate for a lower price on some of its programming agreements. The company pays $60 million a year to broadcast Major League Baseball through 2012, for instance.

Analysts question plans to expand the company’s constellation of costly satellites … the company is due to pay $31.2 million for the construction and launch of a new satellite in 2009. 

In the long run, the company may have to make changes to its whole method for distributing content.  “There are lots of ways to distribute programming, and satellites may not prove to be the ideal way.” Engel says. The company could expand its network of terrestrial repeaters, towers similar to those traditional radio stations use to relay signals, and rely on costly satellites less.

A more aggressive push online and onto wireless networks and devices like the Apple iPhone may help expand Sirius’ customer base, currently about 19 million. “Sirius may be artificially limiting its scope by relying on satellite technology as a delivery vehicle.” A push online or through a wireless network could help Sirius round out its packages of channels, selling for $6.99 to $16.99 a month, with more personalized content.

A greater variety of personalized options may help calm longtime XM subscribers who have grown frustrated in recent months as Sirius consolidated some of its programming and some beloved shows went away… many are considering canceling the service after losing favorite channels.

Word of disgruntled existing users may keep new subscribers from signing up. “That kind of move has a ripple effect beyond the existing subscriber base.”

By starting to distribute its content differently, for instance via the iPhone, Sirius may be able to offer what some of its rivals already offer, and allow users to pay to listen to specific interviews or a particular concert. It may even allow subscribers to purchase song tracks and audio books from its Web site or through its radio receivers.

“If they are going to remain tied to a pure subscription model, they are probably not going to succeed in the long run.”  After all, rivals like Web radio, HD radio, and music services like Apple’s  iTunes are making inroads.

Automakers like Ford  are building more support for Apple iPod music players into their cars.

According to IDC’s fall survey of nearly 2,000 people, 58% of Americans own portable media players, and while only 16.5% subscribe to satellite radio service, many of them are die-hards.

Full article:
http://www.businessweek.com/technology/content/dec2008/tc20081212_917411.htm?chan=top+news_top+news+index+-+temp_news+%2B+analysis

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How green is your dry cleaner? … and, oh yeah, how clean are your clothes?

December 17, 2008

Excerpted from WSJ, “Finding an Eco-Friendly Dry Cleaner,” by Gwendolyn Bounds, December 4, 2008

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Recently we’ve spotted a growing number of dry cleaners hawking “organic” and “eco-friendly” services and wondered if they were up to par, or just engaging in green-washing of a different sort. 

Roughly 80% of the nation’s 30,000 dry cleaners still employ a cleaning method using the liquid solvent perchloroethylene — or “perc”…because it is known to remove stains and odors effectively without damaging or shrinking delicate garments.

However, perc has been listed as a hazardous air pollutant and a probable human carcinogen…long-term exposure could increase the cancer risk for consumers who wear a lot of dry-cleaned clothes…the EPA is requiring a phase-out of perc at dry cleaners located in residential buildings…

These moves, coupled with consumer appetite for eco-anything, are fueling the growth of professional cleaners who dub themselves as “greener.” They’re ditching perc for myriad alternatives, such as liquefied carbon dioxide, silicone and gentle, biodegradable detergents…

WSJ put a handful of cleaners through their sartorial-sanitizing paces to see how they stacked up…all the stores we tested generally cleaned as well as, if not better than, our regular outlets…however, there’s real debate over just how eco-friendly and safe some of these newer methods are.

We tested the four cleaning techniques frequently touted as greener alternatives to perc: “wet-cleaning”…CO2 cleaning, hydrocarbon cleaning and a silicone-based cleaner.  At least two of these methods don’t get endorsements among some eco-watchers. For instance, the hydrocarbon method uses a petroleum solvent that, while not considered hazardous like perc, contains volatile organic compounds that can contribute to smog…Likewise, there have been questions raised about the silicone method…

“It’s absolutely confusing…We are entering a new world here in terms of regulation of chemicals.” As a rule of thumb, “you are pretty darn safe with wet-cleaning” provided you go to a pro that has the proper equipment needed to reshape garments after they’re washed…For now, the Web is the best bet for consumers hunting for a non-perc cleaner in their neighborhood…

Edit by SAC

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With the myriad of businesses are claiming to be “green” today the Eco-cleaner’s claims do appear to have some merit.  In the article’s test the “green” cleaners not only stood up against the traditional method, but offered comparable prices and in some cases additional complementary services.  This indicates that consumers aren’t yet aware of the value in eco-cleaning and thus businesses aren’t able to charge a premium or that the cleaners themselves have yet to impose a pricing premium for their green services.  While the eco-jury is still out Eco Cleaners will continue to grow as the use of “perc” is phased out.

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Full Article:
http://online.wsj.com/article/SB122834783552077505.html?mod=wsjcrmain

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The Nike Network

December 17, 2008

Excerpted from BusinessWeek, “How Nike’s Social Network Sells to Runners”, by Jay Greene, November 6, 2008

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Nike is winning a new game that other corporations, from Coca-Cola to Verizon to General Motors, have tried unsuccessfully to play: building brand loyalty via online social networking.

In the two years since it launched Nike+, a technology that tracks data of every run and connects runners around the world at a Web site, nikeplus.com, Nike has built a legion of fans. In August, for instance, 800,000 runners logged on and signed up to run a 10K race sponsored by Nike simultaneously in 25 cities, from Chicago to São Paulo. Now the company is testing a social network to promote its basketball shoes.

Some analysts back up Nike’s claims that the site is renewing the popularity of its running shoes. SportsOneSource, a Princeton (N.J.) market research firm, says Nike accounted for 48% of all running-shoe sales in the U.S in 2006. Today, its share is 61%. “A significant amount of the growth comes from Nike+,” says Matt Powell, a SportsOneSource analyst.

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Nike’s online strategy differs from those of other companies. Most have tried to create virtual communities through a build-it-and-they-will-come approach centered on a brand or specific product. Originally, the Beaverton (Ore.) company envisioned Nike+ simply as a clever way to combine music and running, not as a prototype for a new kind of marketing.

The key to bringing runners onto the Web was the development in 2006 of a $29 Sport Kit sensor that, when synched with an iPod touch or nano, tracks runners’ speed, mileage, and calories burned. When those runners dock their iPods, nikeplus.com launches, and the run data get uploaded. More important, the site is a virtual gathering place. Runners have collectively logged 93 million miles on nikeplus.com.

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Nike now hopes to score with another group of jocks: basketballers. The company is beta-testing Ballers Network, a Facebook application that lets players organize real-world games and manage their teams online.

Edit by DAF

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Full article:
http://www.businessweek.com/magazine/content/08_46/b4108074443945.htm?chan=top+news_top+news+index+-+temp_news+%2B+analysis

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