Democratic leaders in Congress, who at first seemed all too willing and eager to write a blank check to the Big 3 US automakers, figured out very quickly that the winds do not blow favorably on that methodology, and instead rightly demanded some sort of plan which demonstrates that the money will not be used on “business as usual” strategies.  There is consensus now that any federal money has to be conditional, or it will almost certainly be wasted.  Pumping money into failing enterprises without demanding improvement and accountability will only delay the inevitable.

The question now - just what kinds of conditions will bridge the gap and get a bill passed?

Mitt Romney wrote an interesting op-ed piece recently against auto industry bailouts.  He said, and I wholeheartedly agree, that this is about labor costs.  CEO’s who beg at the Capitol and then hop in their corporate jets are bad form and give us pause about these peoples’ judgment.

Nevertheless, the amount of money spent on executive compensation and perks pales in comparison with current labor costs and pension costs.  Romney, son of George Romney - who was AMC’s CEO from 1954-1962 and then spent 10 years in public service - stated that these costs put US automakers in a $2000 hole, on a per-car basis, relative to their foreign counterparts.  Assuming this figure is true, selling the consumer to either pay $2000 more for the same thing, or to get an inferior car to the tune of $2000 in missing features, is impossible over the long run.

It would appear to me that the US automakers’ (especially GM) only choice is to shed its labor contracts and negotiate something more closely aligned with what foreign manufacturers who have plants in the US are paying.  If they need to go to the bankruptcy court for the leverage to do this, so be it - though many feel that the revenue side of the coin will be irreparably harmed by a bankruptcy filing, even if the case is dismissed soon after by way of a federally-funded solution.  I think that taxpayers support saving the companies and saving the jobs - but not by way of paying far more than market wages and benefits.  Senator Corker acknowledged the proverbial elephant in the room (apologies to the GOP symbol), and should be applauded for taking it on and making an issue of wage parity.  I still believe that federal help for the Big 3 is possible - but it is becoming obvious that those who govern are going to have a hard time explaining to their constituents why they approved something that was a short-term fix, and did not address the core issue of the sustainability of the US automakers’ business model on the cost side of the profitability equation.

My final thought is that after labor costs are addressed, the product line of each of the Big 3, especially GM, needs to be scaled back to models that are true winners and emphasize the core competencies of these companies.  For GM, that means Chevrolet and GMC trucks, a handful of coupes and sedans across the product line, and the Cadillac nameplate should survive.  Ford should take a long hard look at Mercury (or maybe, more correctly, a short, swift look).  Chrysler should emphasize trucks and sports cars, sprinkling in one luxury and one van offering. My opinion is that the extra, poorer selling products do not do much to enhance market share, and instead draw scarce resources to them for no good reason.  At the same time, the product line discussion, while fair, is one that would likely be left to the will of the automakers’ management - without someone in Washington micro-managing them.  The undercurrent of this entire interplay is how many preconditions and how much ongoing oversight would be written into a successful “bailout bill.”

What do you think?

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Of Economic Crisis and Business Opportunity

by RonOpher on November 29, 2008

It is said that the Chinese word for “crisis” ends with the same character that begins the Chinese word for “opportunity.”  My question, in relation to the current economic crisis, is whether one needs to wait for the crisis to be nearly over in order to find opportunity?

About a month ago, I attended a day-long series of seminars as a guest of Business Clubs of America’s (BCA’s) Philadelphia chapter.  It was entitled “Business Boot Camp” and held at Caesar’s in Atlantic City on October 22, 2008.  Among the sessions offered was one entitled “Navigating Economic Changes – A discussion of marketing and sales strategies” presented by Mike Daly of WXPN radio, along with Debra Loggia of Strategies-Group and Jennifer Sadlowe of Smart Business Magazine.

The concept that stuck with me from that session is that companies which maintained or increased advertising expenditure during an economic downturn consistently achieved higher sales during the downturn, and, more importantly, often captured market share that they held for many years after the economy recovered.  The example I remember most vividly is the “cereal wars” between Post and Kellogg.  Post was the pre-Depression leader, but pared down advertising substantially, while then-upstart Kellogg’s advertised more aggressively.  Kellogg maintains its market share advantage (about 40% to General Mills’ less than 20% and Post’s less than 15%) to this day.

This point is stressed by others listed as sources for the presentation – including Harvard Business School Professor John Quelch http://discussionleader.hbsp.com/quelch/2008/09/how_to_market_in_a_recession.html and Atlanta-based strategic marketing consultant Alf Nucifora http://www.nucifora.com/art_163.html.

This information does not mean that I am advocating purchasing large quantities of advertising if that is not how you market your business.  It is more of a call to maintain and even amplify what you have found that works.  If that means internet-based social networks, be present there.  If that means going to meetings and events, keep your calendar full that way.

There is another school of thought that R&D was another place where some companies outmaneuvered their competitors during the 1930’s and had lasting gains.  See http://discussionleader.hbsp.com/hbreditors/2008/06/recession_the_mother_of_invent.html which makes reference to Caroline Bird’s 1966 book, The Invisible Scar.

Regardless of the strategy to best employ, the clear message is that this is a key time to position your product or service to address consumers’ needs – because consumers are re-thinking their options, and market share is now up for grabs.

Now that I’ve made a case for finding and developing opportunity in the midst of a crisis, I’m curious to know what your thoughts – and plans – are.  Please post a comment, or send me an e-mail using the “CONTACT” button above.

Thanks for reading and participating!

Ron

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I took time to observe the very recent Presidential election campaign from the standpoint of assessing leadership.

I came to the conclusion that the voting public was clearly expressing a desire for leadership that “gets it right” as opposed to “being right.”  And I also came to the conclusion that the two campaigns recognized this, and tailored their messages accordingly.

For example, earlier in the campaign, Senator McCain played up the fact that when he was in the U.S. House of Representatives, he had advised then-President Reagan that McCain was very uncomfortable with U.S. Marines being stationed in Beirut, Lebanon as “peacekeepers” without a specific mission other than to be present.  President Reagan was a hero to Senator McCain, so this disagreement – and the aftermath of the bombing of the Marine barracks, was a painful subject to Senator McCain.  Nevertheless, the McCain campaign originally chose to hold this example up as though it was a positive trait.

Toward the end of the campaign, we did not hear much about this vignette from Senator McCain’s past in part because although it may illustrate that he “was right,” he did not actually “get it right” – he did not succeed in acting forcefully enough (if that were even possible at the time) to prevent the tragic result.  One would surmise that this vignette does not really illustrate “success,” and with sophisticated tracking of the public’s reaction to various issues, this example eventually evaporated from the campaign’s message – it was even removed from Senator McCain’s website.

The Obama campaign was not immune, either.  A famous example is that President-Elect Obama has claimed that he was “against the war in Iraq from the beginning.”  Never mind that there was nowhere for him to “officially” vote on the war – he was a State Senator in Illinois when the issue was put to vote in the U.S. Congress in 2002.  The Obama campaign’s website did indicate that he was “against the war” and “spoke out against the war in 2002,” but this item was the very last paragraph on the Iraq issue.

I submit that this was so because the Obama campaign also learned that the public is much more responsive to leadership based on proposals and specific examples that deal with the present and the future – not “I told you so’s” from and about the past.  It can be fairly said that the Kerry campaign did not succeed in 2004, because as dissatisfied as the voting public may have been with President Bush in 2004, Senator Kerry’s message continually articulated a “vote for me” message on the basis of “the other guy’s not doing a good job” – without sufficiently or successfully articulating why someone should vote for Kerry.

So – what type of a leader are you?  How much do you rely on your prior experiences without being accused of “living in the past?”  How do you juxtapose the maxim “the past is prologue” with the reality of the present and future in an increasingly “what have you done for me lately” world?

I’d really like to hear from you on this one - please post a comment or send me an e-mail using the “CONTACT” button above.  And if you are not called upon to lead, but have been an environment that has led you to follow someone else’s lead, you are also welcome to write with examples – whether they inspired you and led to success, or whether they had a negative result.  Be as specific as you’d like.  I will publish a follow-up article, omitting individual and company names.

Thanks for reading and participating!

Ron

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