I'm currently enthralled by the research of the University of Maryland's Dr. John P. Robinson, who has recently announced the results of his "The Americans' Use of Time" project. This all-encompassing study indicated how 2,500 adults felt about 200 everyday activities, ranking them from "likes" to "dislikes."
Who ever questions that a magazine should sacrifice editorial integrity? Hey, it's like Motherhood and Apple Pie. Besides, no righteous publisher will ever admit that his soul was sold to an advertiser. Yet it's done: it's like cheating on your taxes. It happens but nobody talks about it.
The fact remains, as the recent NAFA study chart reveals, that those who have more than their toes in the water are the utilities (vested self-interest) and the government (mandated) fleets.
Originally the corporate fleet function was described as administrative. More than 30 years ago NAFA was established to represent the people performing those duties, thus tabbing them as National Association of Fleet Administrators.
The National Automobile Dealer Assn. (NADA) has been about as predictable as your mother-in law: they never change their stripes. Year after year you can bet the farm on what they support and what they oppose; and they do it well with millions of dollars and real political clout.
Why would only just over one-third specify the brands of replacement tires. What this translates into is nearly two-thirds don't care if the driver is mixing Toyo tires with Good years, or something else. Now, just ask any wholesaler what a costly error this is.
Moving the traditional fleet management function outside the company is really delegating the "responsibility" to a third party who is at a disadvantage in not being a part of a firm' s corporate culture, its strategic objectives, nor can provide the same degree of involvement as a hands-on fleet manager.
During current times, nearly every management exec in the auto industry is cognizant of the fleet market. It hasn't always been that way. Most factory people were "wholesale-minded;" success equated to dealer volume and sales.
It's no secret that most full-time fleet managers perceive all leasing companies as a threat to whatever fiefdom the individual fleet manager has created. The all-too-natural instinct is to protect one's status and position since every family heavily depends on the breadwinner; and no one can find fault with that attitude.
I can only share with you that it is very possible history may mark the 1990 NADA Convention as a turning point in the manner that fleets purchase their vehicles.
I must say I am tired of reading quips from fleet administrators that feel their jobs are so demanding and subject to extinction.
When the able and popular Connie Wesley lost her fleet manager's job at Honeywell last fall, it caused quite a stir in our offices.
A few weeks ago, my routine was altered when I enjoyed the interesting cultural experience of my first visit to Japan, thanks to Mazda's special invitation to preview their new fall models. Besides the new 929, I had the opportunity to test drive the all new (and hot driving) 323 Protégé LX with a 1.8 -liter, dual overhaul cam, 125 hp engine at their Miyoshi Proving Ground High Speed Test Track.
For the first time in history of fleet operations, the depreciation factor alone has reached an over 50 percent portion of total vehicle costs. Most authorities agree that result is directly attributable to indifference or lack of company politics that constitute better judgment.
In spite of getting a new one every couple of years, everyone looks forward to that "new car smell," the chance to make another selection choice, choose that new color, or get one with just a bit more spunk or room for the kids. This time of year it is a lot more palatable to find out the factory has delayed delivery for two additional weeks or the order was entered wrong and it won't come with the rear defroster.