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Is there a lesson in this for the Detroit automakers who have too many dealerships. See related article on the dealership numbers for the Big Three vs. the like of Toyota and Honda. Deere has gone from 3400 dealerships to 2984 dealerships, down 12% in ten years since 1996, so it appears to be a gradual decline, and dealerships are consolidating with stronger partners, or selling out to stronger partners. The number of owners has shrunk at a much faster pace. (Why are auto dealerships able to take this to the courts and not Deere dealerships, as is mentioned in the related auto dealership article? ) Much of this reflects search for improved profitability and stability in a very cyclical industry. Fewer distribution outlets owners and better management of inventory, better parts service with better techically trained staff, and bringing new technology and designs to improve the revenue generating capacity of each machine by reducing demand for expensive labor, is a shrewd way of managing this business. A $100 million dealer organization can better service what is becoming a high tech product, a better hire technically trained people, and better manage inventory. With this setup Deere probably can better manage production to match demand and not let inventory clutter the dealer lots for discounted clearence. ...

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The new EPA rules for auto emission standards were setup under the Obama administration in 2012. The rules are a major part of the effort to meet the challenge of pollution and clean air. The Trump administration and EPA chief Scott Pruitt plan to reverse the higher standards. The new standards which had the support of automakers when enacted require that average fuel economy be doubled to about 54.5 miles per gallon by 2025. This would cut oil use by 12 billion barrels over the lifetime of the cars and reduce carbon dioxide pollution by about 6 billion tons.  The EPA under president Trump does not say how much the standards will be rolled back. This also leads to one more tension between California and the Trump administration. California plans to vigorously oppose the rollback. Under the Clean Air Act of 1970 California has historically made its own rules and was followed by 12 other states making up one third of the car market in the U.S. If the Trump administration is able to to this it would create two markets for automobiles in the U.S. which is not in the interest of automakers who are having second thoughts about the change. Amazingly a suburban Virginia Chevy dealership has vigorously opposed being used as the location for the EPA under the Trump administration making an announcement on this issue. Chevy dealerships are saying the Trump administration does not have the facts, that the auto industry has done very well in the last 4-5 years. Chevrolet and GM do not want to be associated with the politics on this issue. California has historically acted as a pioneer in automobile standards with the rest of the nation following. The Trump administration move would be an effort to break this precedent.  ...

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Chrysler is beginnning the effort to cut dealership that aren't sellin enough cars. Note the figures for dealerships, GM 6900, Ford 4200, and Chrysler 3700, Toyota 1400 for market share, GM 23%, Ford 16%, Chrysler 14%, Toyota 16%, This comes to 300 delaers per market share point for GM 280 for Ford, 270 Chrysler, 90 for Toyota. Lower producing dealers and surplus dealers undercut prices of stronger dealers and everyone in general.

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Japan's car exports have grown in the last six years to double what they were before, growing to $40 billion. This includes a jump in export of SUV's vehicles. Just in the first quarter of 2018 the export of automobiles from Japan to U.S. is up by 10%. Japan is not keen on talking about this issue. President Trump is looking at negotiating a one on one trade deal with Japan instead of through the TPP agreement. as this is seen as a better way to address a $60 billion trade deficit. TPP is not a solution for the U.S. imbalance in trade with Japan as Japan already has no tariffs on imported cars. Yet other barriers exist that make it difficult for U.S. automakers. Ford exited Japan in 2016 and the U.S. has only 1% of the Japanese market. Japanese buyers stay away from American cars and prefer the smaller highly fuel efficient cars made in Japan by Japanese automakers. Perception of buying home made also exist. Other barriers also exist such as zoning and for setting up dealerships, unique safety standards. Japanese automakers make most of the sedans in the U.S. but export the SUV's from Japan. ...

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Whats it like looking for aluxury car in this market. Paul Sullivan visits dealers of Audi, Benz, Rover and BMW. He doesn't find luxury car dealerships making good deals available even with the drop in sales. Leasing incentives and dealer cash are two areas where customers can reduce the price paid. About 10% of the price of aluxury car may be considered as incentives.

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The most important segment with future implications for growth is the young people segment, and here American companies are really weak. Of the "millenials" or people born between 1979 and 1985, those who consider a Ford when shoppng for a small car are only 7%. These are Ford's own numbers according to the Wall Street Journal. Ford and GM are moving their emphasis to small cars. Ford did this at the Los Angeles Auto Show with the new Fiesta arrriving in the market in early 2010, and GM will compete with the Honda Civic with its Chevy Cruze due in August in showrooms. To do this Ford and GM are remodeling their showrooms. To do this 3000 Chevy stores are taking on a new focus on small cars and 26,000 sales people are being retrained by end of 2009. Kurt Mcneil, Chevy's sales chief, says their emphasis is on giving a good response to online customers by having salespeople able to talk fluently about fuel efficiency and compare with Honda and Toyota. For Chevy the showroom remodeling involves having a greeter at the reception desk not a salesperson, this is who one first sees when walking into a dealership. The improvements costing $200,000 to $600,000 per location are being paid by dealers with GM offering financial incentives for the work. The way Ford is approaching it is to use social media like Facebook to a bigger extent. It will send a social media consultant to its largest 800 dealerships or one fourth of all stores to build an online infrastructure to connect to local buyers and offer online updates, videos, and games related to small cars. Ford, GM and Chrysler have only 21% of the small car market, according to Autodata, and Ford has only the aging Focus to offer today. In 10 months of 2009, 19% of 8.65 millon light vehicles sold were small cars up from 14% in 2006, while the percentages for SUV and pickups dropped 53% to 46%. ...

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As the market in larger cities matures, the market in Tier 2 and Tier 3 cities is where most of the growth is expected in China's market. An expanding middle class is one source of buyers. One forecast is for 51% of Chinese families having disposable income of 106,000 yuan to 229,000 yuan or between $17,000 and $37,000 by 2020, according to McKinsey. There were only 6% in that income range in 2010, showing how skewed the income distribution was, and why the growth of luxury cars has benefitted BMW, Benz and GM. A new generation of younger buyers is another source of growth- Nissan's chief planning officer, Andy Palmer estimates the youth market at 240 million. This group is being called the Transformers generation. A big surge in buying for SUV's has helped companies such as Ford Motor Company. Benz and Ford plan to add new dealerships, with Benz planning dealerships in 40 new cities and opening 100 new stores in 2014. Audi is planning a new certified used car program to keep used car resale values high....

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2012 car sales in France declined by 13.9%. This was higher than the 8.2% decline in the European market, according to the European Automobile Manufacturers Association. Analysts point to low new demand in the developed world- only 2% for U.S. and Europe compared to 70% in emerging markets. Replacement demand is also declining as younger people in urban areas increasingly use subway transportation and bicycles. Better made automobiles last longer and car owners drive less with an aging population reducing replacement demand. This reporter found few customers at auto dealerships in the centre of Paris.

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Consideration is a term being used in Detroit auto company marketing efforts, if a customer gives little consideration to a company or brand or if its not on his list of brands or companies to consider, then snap you are not even in the running. The customer does not even visit your dealer showrooms, and no matter how well you make your cars its not going to make a difference. It has to take a lot of neglect of customers for this sort of situation to arise, but its exactly the situation Detroits auto companies face. They are trying marketing ploys such as this one by Ford's advertising agency, but its impact is uncertain. The efforts at GM also focus on marketing but again efforts to put Honda Accords and Toyota Camrys in Saturn dealerships next to the Saturn Aura, for side by side test drives have not had much impact on Aura sales. So a similiar effort for the Chevrolet Malibu in Chevy dealerships has been scrapped. There is even skepticism that a lifetime warranty on engines and transmissions by Chrysler on its vehicles will have much impact, so large is the customer resistance and ingrained perception of American car manufacturers. Over time perceptions may change but it will take a while to convince the American customer who feels he was once treated with disdain, and who will give a good hard look at things before he changes his mind. The figures bear this out. Years of neglect of car buying public and focus on SUV's and trucks is showing up in a 51.3 % share of the market for the American Three companies down from 60% 4 years ago. So half the market has pretty much been conceded to the likes of Honda and Toyota. Actually in the West and East coasts the numbers probably range to 60% and 70% depending on the local area in these 2 regions. So that means more established dealerships for cars, years of marketing effort focussed on cars, sales contacts and so that may take years to dislodge to any degree. The figures behind consideration by JD Powers show that 54% of car buyers are import loyalists, a slightly higher figure than the 51.3% showing that the trend is even more defection to imports in the 1-3 years ahead. And 22% consider both domestic and import cars. With this segment there is more selection in the imports beause only now are the American Three carmakers building up their car model lineups, especially Ford, so this will be ahard fought segment with no certainty that the Detroit Three carmakers will come out on top given the lead and established networks of the carmakers like Toyota and Honda. Only 25% are domestic or American carmaker loyal. A lot may depend on the way a customer is treated from reading letters to the editor in the media by buyers of US and import cars. A car buyer treated with no respect and sincere concern for his needs and preferneces is likely to remember the treatment for a long time. Not just products but attitudes and people in sincerity will have to change....

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The GM management does not get it , the GM spokesman does not get it, the workers don't get it, says Andrew Sorkin from what he hears them say. GM faces many problems, too many dealerships, too many models and brands, and union benefits and retiree benefits from another world of post 50's economic expansion, that can only be solved by a government sponsored bankruptcy or GSB. GSB is a necessary part of the solution as chapter 11 makes solutions possible without dealerships suing as state laws protect dealerships, unions striking and management insisting on the status quo. In all he sees the 35 plants of GM and Chrysler cut in half, only the Chevrolet , Cadillac and Buick and Jeep brands retained and Dodge Ram pickups merged with Chevrolet, in a GM-Chrysler merger. He cites Deutsche Bank's estimates that reducing the brands to the 3 mentioned for GM would reduce costs by $5 billion annually and reducing the dealerships by another $4 billion. Buick would be retained because its a huge seller in China. The government would setup a warranty insurance fund to insure the warranties of all GM and Chrysler vehicles bought while they are in Chapter 11. And some of the rescue money would go into retraining and helping promote new industry....

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German management consultancy Roland Berger says in astudy that the cash for clunkers plan in Germany is likely to backfire by pulling in sales from 2010. It says car sales in Germany may fall by 20% in 2010, about 90,0000 jobs may be lost, and one in 2 car dealerships could be threatened with failure. GDP in Germany it says could take ahit. Roland Berger's partner Ralf Landmann says the German car market is good for 3.0 to 3.3 ,million cars per year. With sales in 2009 expected to be at 3.7 million, the forecast for 2010 are at 2.7 million to 2.8 million. Economist Carsten Dreger of DIW research institute in Berlin goes further. He says the cash for clunkers program was cannibalizing sales of other consumer products, in addition to taking sales from 2010.

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Dealerships have taken enthusuastically to the new Penske ownership of Saturn. But its not clear whether the Penske name will help boost sales. Saturn sales were down 58% through May 2009 over a year earlier, down to 35,256 vehicles. Kia sold 4 times as many cars in the USA over the same period. Saturn sales improved in June, with a35% year over year increase in June. But its not clear if this will last and what the effects of the penske name will be over the long term. Autodata estimates that there is a105 day supply of Saturn cars, or 32,647 cars for 350 dealers. By comparison Buick has a74 day backlog. Customer loyalty says J.D. Power is down from 45% in 2007 to 37% today. This compares to retention rates of about 65% for Toyota. And the failure of the Astra to genrate customer interest and its being discontinued will leave Saturn without acompact car in its lineup. Its important for Saturn to have an affordable small car to hang onto loyal customers.

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What are the implications of the restructuring at GM and Chrysler for the American car market? Market share at GM dropped to 19.3% in the first 4 months of 2009. Says Consultancy Caesa Shapiro Group, the market will become more competitive, with about 15% of the market up for grabs depending on how many GM and Chrysler dealerships are eliminated. THis is based on Caesa's numbers of 14-15 million for the American automobile market compared to the 17 million car year. But the current market is at 9.5 million cars a year so Caesa's estimate may be on the high side even when the market recovers. Which means competition will be intense for the much diminished market in the USA. Deloitte Consulting says the suppliers will benefit as they will be dealing with auto companies whose relative market share is at more equal levels for companies like GM, Toyota Ford and Honda. Supplioers will also be dealing with companies that have better financial position compared to the situation in late 2008.

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Ford and Hyundai are the bright spots as industry sales drop to aseasonally adjusted rate of 9.2 million vehicles accoring to Autodata. Ford sales declined only by 5% and Hyundai increased by27%. GM down 45% and Chrysler down 42.1%.Dealerships had a 29 day supply of cars and trucks at the end of August lowest since at least 1975 according to WardsAuto.com.

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Interesting strategy, 755 dealers for Hyundai in the USA and a target of 20,000 upscale Genesis U.S. sales for 2008. Is it doable in a contracting market? Even if it falls short it could attract customers into Hyundai dealerships, especially when the Genesis will be shown next to other Hyundai cars and SUV's. Hyundai brand name gets visibility and it could show one more convincing proof that Hyundai can make quality and upscale cars. Hyundai is setting the goal of exceeding the specifications of BMW and Lexus cars. If it enhances the Hyundai image and gets customers excited and wanting to walk into Hyundai showrooms to look at it, then it may make sense. The Hyundai ad campaign may have to be revisited. Hyundai gets to continue developing its expertise in making cars in the upscale range so that it can at some time in the future challenge the Lexus and BMW brands. This is a long term strategy with brand image perception benefits in the short term using modest sales expectations of 20,000 in the first year considering the difficult market in 2008. ...

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Its clear from the task force's rejection of the plan GM submitted in March 2009, that the restructuring at GM was moving too slowly, too many brands, too many dealerships, no clear idea of what the new GM should look like. And a wistful look back to the past that clouded every decision. Wagoner and his team could not leave the old GM behind and clung onto too many brands, plants, dealerships, and sales numbers that were too optimistic at every turn of the economy, even as they were lowered. The task force said GM was "far too slow" to adapt and that "a substantially mmore aggressive restructuring plan" was required. That GM was just a year ago 2008 about this time still thinking in terms of sales numbers that would match Toyota's, as the largest carmaker in the world, shows how this wistful looking back at the past may have blinded GM to all the potentially dangerous bets that it was making, wihtout realizing it. Bets that the huge gap between the US carmakers and the Japanese and the Europeans in fuel efficiency and the technologies that went with it, would not someday come to hurt GM. Bets that the numbers game could be played without huge risks, that incentives related sales couild simply be inflating the market now with bigger risks ahead. That simply relying on sales revenue to support unsustainable retiree and union costs would be another dangerous bet on unsustainable sales numbers of a16 million market. The other large industrialized societies were seeing shrinking car sales, Japan, Germany, are prime examples, where sales are nowhere what they were at the peak in the postwar recovery of these industrialized countries. See the links/groups to these two countries car markets. Had GM considered the prospect of similiar declines in the US? Even if the car sales had remained at levels much lower than 16 million without the consumer buying spree and incentives, the market would be shrinking, the sales inflation simply made the sales fall that much steeper, hitting the 40% range. ...

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Will Detroit automakers be able to respond to a change in consumer preferences and a shift to cars from SUV's and light trucks? Gasoline prices are expected to rise significantly in 2011, and could approach $4 a gallon. The Detroit carmakers are better prepared now than in 2008. The question is are they prepared enough considering that there was a renewed emphasis on light trucks and SUV's in the lineup of Detroit carmakers in 2010, and compared to Asian competitors in the market whose focus is still on cars. To rebound to profitability GM and Ford took advantage of a pickup in SUV and light truck sales. Chrysler benefitted from a revamped Jeep Cherokee. All three Detroit carmakers sold more light trucks and SUV's than cars in 2010, and GM's car sales went down in 2010. By comparison Toyota and Honda sold more cars than SUV's and light trucks in 2010, and Hyundai does not make any light trucks. Toyota brand US sales head, Bob Carter, says as vehicles are becoming more fuel efficient across all sizes he does not expect the impact to be as dramatic as in 2008. The impact of fuel prices is becoming evident at some Toyota dealerships where sales of Prius vehicles are up significantly. In 2007 before a gas price surge SUV and truck sales were at 53% in the US market, they were down to 47% in 2009, and are now back up to 50%....

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How Northwestern University Kellogg School's Inaba Yoshimi is trying to turnaround Toyota's performance in China. Toyota is a latecomer in the China market and cultural hurdles hamper Japanese managers in China. Because Toyota dealerships in Japan use a salesforce that gets income from salary and does not depend on commissions, selling only Toyota cars, the Japanese experience seemed irrelevant to China. The experience of Toyota in China is more like the experience in the U.S. market with a sales force earning income from commissions and dealers selling many brands. In other respects China's market is different from the U.S. The Chinese market is growing very fast, and millions of cusomers are joining the carowning population, all first time buyers in an internet information intensive environment with savy informed customers. Keeping the salesforce motivated and interested in selling Toyota cars is a challenge in China. Also how to allocate cars to dealers based on how many cars move off their lots, and how to buildup a large network of Toyota dealerships and widen the range of product available in China. Management challenges have been tackled by bringing experienced veteran managers from the U.S. to China, who are culture neutral and are seen positively by the Chinese managers and staff. General Motors has a big headstart in China and is marketing to the younger demographic in China. Median age of Chinese buyers is 35 years age. See the related article on Chinese buyers and what drives their buying habits in article by Bremner in Business Week, May 17, 2006....

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Chrysler has no new models in its product lineup except for the small Fiat 500 car and some product redesigns like the new 2011 Jeep Grand Cherokee. For about 2 years Chrysler has had liitle that is new to show buyers coming into its dealership showrooms. As competitors Ford and GM recovered sales after the 2008 crisis, Chrysler's sales have been dismal. A lot is dependent on how the new Jeep Grand Cherokee is seen by car buyers. Chrysler and Mercedes had essentially redesigned the Grand Cherokee by the time of the bankruptcy filing in April 2009 and Fiat's takeover. So even though it is presented as the new Chrysler, analysts say its not something Fiat's involvement created. What Fiat added is attention to some of the technical details, and working on the marketing aspects so that its off-road and on-road capabilities are presented in the best possible way to attract buyer interest, keeping price as close to sticker as possible. The question now is whether in Chrysler's difficult situation, the American car buyer will respond to the new Cherokee with interest. Sales peaked for the Cherokee at 300,000 in 1999 and dropped to 50,000 in 2009....

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Toyota resale prices are dropping. Analysts at Kelley Blue Book estimate the price of a new Toyota Camry will fall by $500 to $1000 and a new Prius hybrid by $1000 to $1500 from the effects of the recalls now in motion. This is already in cars being resold at dealerships. Toyota was able to get higher prices for its cars because of higher resale values, so this will cut into the profitability at Toyota. The premium for Toyota used to be $1000 to $2000 on cars priced in the $20,000 to $25,00 range and this may be beginning to disappear for the first time in decades.Cost of lost sales estimated by Toyota at 100,000 vehicles from the recalls and $2.01 billion.

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More details about Akio Toyoda and his father Shoichiro Toyoda. Yoshi Inaba is expected to be akey advisor and Shoichiro will be advising his son, as the idea is to mentor him for the new position while the elder Shoichiro still is in good health. Akio is hands on, and likes to drop in without any publicity, anonymously, to look into how things are going and see for himself. He did this at an Ann Arbor dealership last summer, and has dropped in on Jim Lentz, a senior executive in the Americanoperations in the same way. He is unpretentious and can mix with younger exectutives and talks directly in English. He is expected to be more involved in the global operations of Toyota, to travel widely and introduce diversity into Toyota's executive ranks, which have remained Japan centric all these years for a company that is so global.

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Evern though the Detroit carmakers initial quality as measured by J.D. Powers Initial Quality Survey is slightly higher than Japanese carmakers in pickup trucks, the Japanese carmakers still have a lead in the more popular cars and in crossovers. The Prius is made in a factory in Japan which ranks as one of the highest in quality. Quality is higher at plants in Japan for Toyota cars, and a bit lower here in the states for Toyota plants. Its on a par with Ford for the Toyota cars made in the USA. As the quality gaps shrinks to near zero between the quality of American and Japanese cars made in the USA, Toyota continues to maintain its edge in quality for its plants in Japan over both the Americans and the Germans. And the one carmaker that intends to surprise is Hyundai which surpasses Toyota, Honda, Ford and Chevy in quality and does this with a lower price. Consumers are noticing and making the switch, as Hyundai's market share is increasing. See Hyundai link. Here are some of the results. First the plants that produce the best quality, as measured by the J.D. Powers Initial Quality Survey. A survey of 80,900 cars between November 2008 and February 2009, for the first 90 days thses cars were driven, using the number of problems per 100 vehicles. All numbers refer to problems per 100 vehicles. Toyota plants in Japn that scored highest- Higashi-Fuji at 29 making Lexus SC and Toyota Corolla, Fuijimatsu at 30 making the Prius, Kyushu at 34 making the Lexus ES and Highlander. At the next level German plants, Bremen at 40 making the Mercedes Benz Classes- C, CLK, SL, and SLK. Daimler in E. London, S. Africa at 38, and BMW at 40 in Dinggolfing, Germany. And a cluster of Japanese and American plants in the USA that produce cars of comparable quality. Honda in E. Liberty Ohio at 41, making the Honda Civic, CRV and Element. GM at Oshawa, Ontario, at 42 making the Buick LaCrosse and Chevy Impala at 42. GM at Bowling Green, Kentucky at 43, and Toyota, Georgetwon, Kentucky making the Avalon and Camry at 43. What is notable from the last survey in this highly competitive market is the following. 1. Hyundai at 91 problems per 100 vehicles surpasses Honda at 95. Better quality at a lower price, so its no wonder Hyundai is gaining market share and is the new carmaker gaining a presence in the USA. 2. Toyota is at 101, Ford at 102, Chevy at 103, so the difference now in carmakers quality is perception, perception, perception. Its about lifestyle, what you like to be associated with and what you want your friends and neighbors to think about you in your choice of car, younger buyers who are the next generation that makes or breaks your business, the new trendy things among younger people, and design that appeals to them. 3. VW is at 112. So even though there is aggressive marketing and VW is picking up some market share with the Jetta, it still lags slightly in quality. 4. The American car makers still lack consistent quality. You have the Buick at 117, GMC at 116. Ford with Lincoln at 129. The Koreans with Kia at 112. 5. Chrysler is at the bottom of the list. Dodge at 134, Chevy at 136, Jeep at 137. THe lack of resources, changes in management and ownership, and the distractions of bankruptcy and dealership closings, and most of all dire lack of resources including the layoff of large parts of its engineering talent, all hurt. 6. GM sold Saab, Ford sold Land Rover and Jaguar. The neglect of Saab shows with Saab at 138, and Ford's distraction during the last 3 years shows with Jaguar at 134 and Land Rover at 150. also. 7. In summary Ford has done well overall, Toyota is coming up short in the USA and resting on its laurels, GM has a perception gap with younger buyers, Hyundai looks like a winner with both price and quality, and VW has work to do. ...

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GM is making efforts to increase sales of its Cadillac luxury car division. Cadillac marketing has not produced results. $354 million was spent on marketing in 2009 for the Cadillac division, according to industry estimates. Yet only 109,092 Cadillacs were sold. Cadillac needs a younger look and feel- currently the average age of buyers is 62. As a comparison the average age for BMW owners is an estimated 49 years. Cadillac executives see a lot of work to be done on the product side, and the marketing and customer service side. Analysts see the need for more style and zip for younger buyers. A smaller entry level Cadillac is planned for 2012. Some of the comments made about the current models suggest that the larger models and styles that may appeal to an older customer base, may not be what a younger customer base is looking for. GM is addressing the problem of customer service at dealerships by having Marriott Intenational's Ritz Carlton division give training sessions to its Cadillac dealers. A Ritz Carlton customer service expert has given 9 training sessions in New York, Atlanta, Los Angeles and other cities to more than 2100 dealers and their salespersons. But this does not address the major problems of appealing to a younger demographic, which requires a major shift in thinking, and taking some risks with the product....