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The "Little Secret Behind the Chevy Volt"! And now you will know 'The Rest of the Story.

 

Patrick Michaels is a senior fellow in Environmental Studies at the Cato Institute and is also the editor of the forthcoming Climate Coup: Global Warming's Invasion Of Our Government And Our Lives, as well as the author of several other books on global warming. His Forbes column on the Chevy Volt is a case study in the nexus between big government corruption and big business rent-seeking.

 

Michaels briefly recaps the well-known consumer fraud in which GM has touted the Volt as an all-electric mass production vehicle on the supposed basis of which its sales receive a $7,500 taxpayer subsidy, which still renders it overpriced and unmarketable.

 

Michaels notes that "sales are anemic“:326 sold in December,321 sold in January, and 281 sold in February." Doesn't there seem to be a trend here?“

 

Michaels adds that GM has announced a production run of 100,000 vehicles in the first two years and asks what appears to be a rhetorical question: "Who is going tobuy all these cars?"

 

But wait! Keep hope alive! There is a positive answer to the question. Jeffrey Immelt's GE will buy a boatload of those uneconomic GM cars. GE is also awash in windmills waiting to be subsidized so they can provide unreliable, expensive power.

 

Here, the case study opens onto the inevitable political angle: Recently, President Obama selected General Electric CEO Jeffrey Immelt to chair his Economic Advisory Board. Consequently, and soon after Mr. Immelt's appointment he announced thatGE will buy 50,000 Chevy Volts in the next two years, or half the total Volts produced by GM. Assuming that the corporation qualifies for the same taxpayers subsidy credit, we (you and me) will shell out $375,000,000 to a company to buy cars that no one else wants, so that GM will not tank and produce even more cars that no one wants.And this guy is the chair of Obama's Economic Advisory Board?

 

But of course.

 

Michaels also includes this hilarious detail in his case study: In a telling attempt to preserve battery power, the heater is exceedingly weak. Consumer Reports that their tests averaged a paltry 25 miles of electric-only running, in part because it was testing the car in cold Connecticut. A GM engineer at an Auto Show stated that cold weather would have little effect on performance.

 

It will be interesting to see what the range is on a hot, traffic-jammed summer day, when the air conditioner will really tax the batteries.

 

Also when the gas engine came on, Consumer Reports got about 30 miles to the gallon of premium fuel; which, in terms of additional cost of high-test gas, drives the effective mileage closer to 27 mpg.

 

A conventional Honda Accord, which seats 5 (instead of the Volt's 4), gets 34 mpg on the highway, and costs less than half of what Consumer Reports paid, even with the tax break.

 

The story of the GM Volt deserves a place in the HarvardBusiness School curriculum, but of course, it won't. It is a classic tale of the GOVERNMENT deciding what the public needs, not the marketplace.

 

 

 

PS. Even the guy who sent this to me missed part of the point. What is one of the reasons for all of this?To keep the UAW in business! Because Obama owes them for his election.

 

Is it starting to make sense yet?

 

Plato said: "One of the penalties for refusing to participate in politics is that YOU end up being governed by your inferiors."

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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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