Jerry Flint examines the 'family sedan' market in this column. A studyof managerial accounting gives us the tools to really analyze what Jerry is saying in this article. Here is my short list of just some of the conepts on display here.
In chapter 16 we studied horizontal analysis. One would use that to further dissect the table on annual sales for two years.
Now think about fixed and variable costs. He makes the point that big volume means big profit. Why? Because as we will see in Chapter 5-6, fixed cost per unit falls with volume. And the higer sales rise above break even the more money the firm makes. Imagine how much higher the fixed cost per unit is on the much slower selling Ford Fusion or the Chrysler Sebring than on the Accord.
Strategy is on display here. Toyota and GM focus on two models, Honda on one, different strategies in the same market. GM does not offer a four cylinder in the Impala, the Japanese firms do. Though here Flint is right, the American fours just are not in the same league with the Japanese fours. Why is that by the way? The answer in my opinion is that the Japanese honed their small engine skills making in the motorcycle market, particularly Honda. Americans have no such experience.
Honda and Toyota now have the kind of brand loyalty that GM and Ford USED to have. This is a matter of perception, as Dr. Deming observes, people don't complain, they switch. Once lost markets are hard to regain.
Process costing is on display as well as the adherence to quality standards, that is what keeps folks buying Japanese cars now made in America. And that is the nightmare GM Ford Chrysler never thought they woudl have, foreign competition in the heartland of America. Meanwhile the GM workers in Arlington are on stike. Given the numbers in the table in the article, is this any time for GM workers to strike? I report, you decide.