Archive for June 19th, 2012

JCP CEO: “You’re fired for not making my dumb idea work”

June 19, 2012

Michael Francis helped make Target a roaring success.  So, JC Penney CEO  Ron Johnson offered him a $12 million signing bonus to jump ships. Francis took the bait.

Bad decision …except for the $12 million … which Francis gets before the tax rates jump on Jan. 1.

Now, Francis taking the fall for Johnson’s “no sales” strategy’s failure to ignite consumer interest.

Johnson’s still claiming that his idea is fine but it wasn’t marketed right.  That there was a failure to communicate.

After all, a sleek logo and aggressive “retail list price maintenance” worked at Apple … so why shouldn’t it work at a commodity rag place like JCP?

Excerpted from BrandChannel:

J. C. Penney ousted its JC Penney brand president, Michael Francis.

Francis was hired last October “at great expense” — a whopping $12 million signing bonus — from Target.

He  is seen as taking the fall for his boss, company CEO Ron Johnson, the former Apple top retailer who oversaw JCP’s new brand strategy in January.

Johnson who championed the idea of killing coupons and sales in favor of “fair and square pricing” (a reference to its logo), so-called “month long value” and “everyday low” pricing.

JCP recently scrapped that strategy and is re-embracing the dreaded s-word — “sale.”

CEO Johnson “will assume direct responsibility and oversight of the company’s marketing and merchandising functions.”

Ken’s Take: If I were JCP, I would have fired the Apple guy and kept the target guy … eventually, they’ll fire the CEO, too … and probably promote their VP Finance to interim CEO … as soon as it becomes evident that the critical Christmas season is a bust

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In case you missed it, I was on NPR a couple of weeks ago commenting on the JCP strategy.

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Ever since Wilbur and Orville’s first flight …

June 19, 2012

The airlines industry — in aggregate — hasn’t made money.

Think about that for a second.

There have been some brief periods of prosperity, but longer stretches of losses … some  pretty deep.

image

Makes sense when you think about the number of airlines that that have consolidated, gone through bankruptcy or fallen off the radar screen (think, Pan Am, Eastern, TWA)

The irony is that we feel gouged by airlines … especially when they start charging us for bags and peanuts.

Side note: “ancillary revenue” supplements the flight by another $18 per person on a 100-passenger flight.

That includes fees for checked baggage, seat assignments, ticket penalties and revenue from cargo.

According to the Bureau of Labor Statistics, baggage fees for the U.S. airline industry last year totaled a hefty $3.4 billion, or roughly $5 for every passenger boarded.

Cancellation and change fees totaled $2.4 billion, or more than $3 for every passenger.

Source: WSJ

What’s the problem?

First, there are pricing pressures.

In the past 15 years, fares haven’t come close to matching inflation.

In other words, “real” prices in the industry have stayed flat or declined.

image

That makes sense …

In the airlines, there’s a huge amount of capacity … something close to a commodity product … with high fixed costs and virtually no marginal costs.

Since one more  passenger.doesn’t cost you anything except, maybe a cup of coffee, there’s great  temptation to sell seats at rock bottom prices — just to fill them.

Further, there’s the Southwest factor.  Legacy airlines (think United or American) have big infrastructures, huge hub-and-spoke networks, old fuel – inefficient planes, and high cost, unionized employees.  Southwest’s cost-effective operations — point-to-point network, fuel-efficient 737s,  happy employees — changed the pricing game.

Then, think about fuel costs — generally high, and subject to wide, unpredictable swings.

According to the WSJ, “fuel now is by far the biggest cost for airlines. , the tickets and fees of 29% of passengers pay just for the fuel to make the trip.

Airline gas mileage has improved over the years, the result of filling more seats on each flight, replacing multiple trips on small planes with fewer trips on larger aircraft and replacing older planes with newer, more fuel-efficient jets.

In 2000, U.S. airlines burned 28.6 gallons of jet fuel per passenger. Last year, that improved to 22.5 gallons per passenger. “

Add on maintenance that keeps the planes safe and government fees and taxes (think TSA) and the bottom line is that there is very little wiggle room on the plane for profit.

Put it all together, and airlines — the well run ones — are only able to convert  less than 1% of revenues into profits.

Decoding a Flight
Source: WSJ

Probably not what Wilbur & Orville had in mind …

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