I’m not so sure that GM going into talks to sell Opel and Vauxhall to PSA (PeugeotâCitroĂ«n) is that big a surprise.
We obviously hold a lot of nostalgia for these brands, and itâs only right that we perceive GM as selling its family jewels. Opel has made some great cars over the years, and Buick in China and the US, Vauxhall in the UK, and Holden in Australia rely on this division to provide it with product.
But it wasnât long ago that I said I foresaw the next Holden Commodore being a four-door booted model based on a Chinese Buick Regal thatâs on the same platform. While Iâve been proved wrong with scoop photos and inside information from journalists in the immediate term, longer-term this doesnât look so far-fetched, in a future where Peugeot owns OpelâVauxhall and GM has no choice but to consider Chinese sourcing seriously.
Therefore, GM isnât thinking that itâs selling off the family jewels, at least the GM where Chinese partner SAIC is overwhelmingly calling the shots.
What they are thinking is this: âWe should be able to develop the whole lot in China.â They werenât nostalgic over Holden, and they wonât be thrilled with the losses at Opel. Itâs willing to sacrifice it to make its own position stronger. Weâve already seen that SAIC has called it quits when it comes to British assembly at Longbridgeâthatâs now all done back in China.
Thereâs been such a massive technology transfer from the US to China over the last few years that Europe is seen as surplus by the folks in Shanghai. They have all the platforms on which they can make products globally. They may even, rightly or wrongly, think that the remaining brands can get them into Europe, even if GM had pulled its Korean-made Chevrolets out of there.
Holden can be used to westernize the product and the Australians have shown they can do it well.
Iâm not saying I agree with this, as a long-time Opel fan. I was looking forward to the new Commodores coming out of RĂŒsselsheim. The car looks the business, itâs roughly the size of the recently deleted Ford Falcon (therefore, Iâm not sure why people are so upset about its size), and the majority of buyers donât even know which set of wheels the powerâs going to. Iâve got an Astra K coming in a few months at Lucire.
What youâre going to see is GM basically being a Shanghai-run firm with China supplying global markets and the US operations kept going for their brand cachet.
In the meantime, a hypothetical PSA-run Opel will continue with the existing plans till the end of these modelsâ life cycles, then China will become the manufacturing hub for numerous markets.
SAIC already makes a load of Cadillacs, Buicks and Chevrolets for the domestic market, and theyâll want to pump them out more widely.
Theyâve also shown that they can take new GM platforms and turn them into Roewesâor old GM platforms and turn them into Baojuns.
PSA, meanwhile, with 14 per cent controlled by Chinese firm Dongfeng, will pursue a strategy of streamlining platforms and be focused more on Europe. It could pay off as cross-town rival Renault has done well with Nissan, Mitsubishi, Samsung, Dacia and AvtoVAZ, but it wonât nearly be as secure. The two French groups have been obsessed with one another for as long as I can remember, for years spending more time rivalling each other than actually coming up with what customers wanted.
Dongfeng may have to cough up more lolly and it could become a larger shareholder than the Peugeot family or the French government. But will it have the sort of geographical coverage that Renault has?
Thatâll be what PSA will be asking itself, knowing that itâs reasonably strong in Chinaâbut also realizing that it hasnât been clever at creating models that can be sold globally (the current CitroĂ«n C6, DS 5LS and the DS 6 among them, sold exclusively in China). Nevertheless, there are savings to be had, though the most obvious fear is that Opel and Vauxhall will go the way of Panhard and Talbot, brands that fell into either Peugeot or CitroĂ«nâs hands over the years and become defunct at the expense of the parent companiesâ. Is there a desire to extend the groupâs brand portfolio beyond Peugeot, CitroĂ«n, DS, the various Dongfeng lines, and the ex-Hindustan Ambassador?
The official statement is non-committal enough and gives nothing away: âPSA Group and General Motors confirm they are exploring numerous strategic initiatives aiming at improving profitability and operational efficiency, including a potential acquisition of Opel Vauxhall by PSA.
âThere can be no assurance that an agreement will be reached.â
In any case, we always said that SAIC was playing a long game. MG was a toe in the water. GM is the real deal.
Controlling GM means they can do as they please, and whatâs good for China is good for General Motors.
Some time in the last couple of weeks, Autocade managed its 10,000,000th page view.
I was too busy to notice when it hit 9,000,000, but a quick calculation when views hovered around the 9,500,000 mark suggested it made the milestone some time around August 2016, keeping the growth rate at around 1,000,000 every five months.
February 2017 does mean the last million came about over six months since August 2016, so itâs not heartening that the growth has slowed a little. When I last blogged about Autocadeâs stats, in March 2016, I had hoped itâd see in 10,000,000 before the Gregorian yearâs end.
Nevertheless, Iâm proud this little automotive encyclopĂŠdia managed this feat, with a few banner ads scattered about the place, a very lately opened and seldom updated Facebook page, and some mentions on Drivetribe. But it’s had none of the support I would normally devote to a venture, such as doing newsworthy things that would involve the press. It’s an under-the-radar site to some degree, known by car aficionados. It is what it is, and I never felt there was any need to go beyond its original mission.
Last time I took a screen shot from the statsâ page for this blog, the top cars being searched for were the Ford Fiesta Mk VII, the Nissan Bluebird (910), Nissan Sunny (B14), Toyota Corolla (E100) and Ford Focus (C307). Right now, the Ford Taunus TC has made it on to the leaderboard, pushing the Corolla down. These pages have been grandfathered though: they were some of the earliest on the site so of course they have been read more.
In the time Iâve taken to write these paragraphs, Autocade has logged another 102 page views. Here’s hoping the rate remains healthy and the site becomes a more decent earner. Not bad for a hobby.
How right Kalev Leetaru is on Wikipediaâs decision to ban The Daily Mail as a source.
This decision, he concludes, was made by a cabal of 50 editors based on anecdotes. Iâve stated before on this blog how Wikipedia is broken, the abusive attitude of one of its editors, and how even luminaries like the late Aaron Swartz and Wikipedia co-founder Larry Sanger chose to depart. Itâs just taken three years or more for some of these thoughts to get picked up in a more mainstream fashion.
I made sure I referred to a single editor as my experience with someone high up in Wikipedia, not all of its editors, but you canât ignore accusations of certain people gaming the system in light of the ban.
Leetaru wrote on the Forbes site, âOut of the billions of Internet users who come into contact with Wikipedia content in some way shape or form, just 50 people voted to ban an entire news outlet from the platform. No public poll was taken, no public notice was granted, no communications of any kind were made to the outside world until everything was said and done and action was taken âŠ
âWhat then was the incontrovertible evidence that those 50 Wikipedia editors found so convincing as to apply a “general prohibition” on links to the Daily Mail? Strangely, a review of the comments advocating for a prohibition of the Mail yields not a single data-driven analysis performed in the course of this discussion.â
Iâm not defending the Mail because I see a good deal of the news site as clickbait, but itâs probably no worse than some other news sources out there.
And itâs great that Wikipedia kept its discussion public, unlike some other top sites on the web.
However, you canât escape the irony behind an unreliable website deeming a media outlet unreliable. Hereâs a site that even frowns upon print journalism because its cabal cannot find online references to facts made in its articles. Now, I would like to see it trust print stuff more and the Mail less, but that, too, is based on my impressions rather than any data-driven analysis that Leetaru expects from such a big site with so many volunteers. Iâve made my arguments elsewhere on why Wikipedia will remain unreliable, and why those of us in the know just wonât bother with it for our specialist subjects.
By all means, use it, and it is good for a quick, cursory “pub chat” reference (though science ones tend to be better, according to friends in that world). But remember that there is an élite group of editors there and Wikipedia will reflect their biases, just as my sites reflect mine. To believe it is truly objective or, for that matter, accurate, would be foolhardy.
From Prof Heather Richardson, a professor of political history, and republished with her permission. We have social media, we can gather together. It’ll be important for people in the US, whether they are Republican, Democrat or have another political leaning, to show that they’re not going to get suckered in by what’s happening in their country.
I donât like to talk about politics on Facebookâpolitical history is my job, after all, and you are my friendsâbut there is an important non-partisan point to make today.
What Bannon is doing, most dramatically with last nightâs ban on immigration from seven predominantly Muslim countriesâis creating what is known as a âshock event.â Such an event is unexpected and confusing and throws a society into chaos. People scramble to react to the event, usually along some fault line that those responsible for the event can widen by claiming that they alone know how to restore order. When opponents speak out, the authors of the shock event call them enemies. As society reels and tempers run high, those responsible for the shock event perform a sleight of hand to achieve their real goal, a goal they know to be hugely unpopular, but from which everyone has been distracted as they fight over the initial event. There is no longer concerted opposition to the real goal; opposition divides along the partisan lines established by the shock event.
Last nightâs Executive Order has all the hallmarks of a shock event. It was not reviewed by any governmental agencies or lawyers before it was released, and counterterrorism experts insist they did not ask for it. People charged with enforcing it got no instructions about how to do so. Courts immediately have declared parts of it unconstitutional, but border police in some airports are refusing to stop enforcing it.
Predictably, chaos has followed and tempers are hot.
My point today is this: unless you are the person setting it up, it is in no oneâs interest to play the shock event game. It is designed explicitly to divide people who might otherwise come together so they cannot stand against something its authors think they wonât like. I donât know what Bannon is up toâalthough I have some guessesâbut because I know Bannonâs ideas well, I am positive that there is not a single person whom I consider a friend on either side of the aisleâand my friends range pretty widelyâwho will benefit from whatever it is. If the shock event strategy works, though, many of you will blame each other, rather than Bannon, for the fallout. And the country will have been tricked into accepting their real goal.
But because shock events destabilize a society, they can also be used positively. We do not have to respond along old fault lines. We could just as easily reorganize into a different pattern that threatens the people who sparked the event. A successful shock event depends on speed and chaos because it requires knee-jerk reactions so that people divide along established lines. This, for example, is how Confederate leaders railroaded the initial southern states out of the Union. If people realize they are being played, though, they can reach across old lines and reorganize to challenge the leaders who are pulling the strings. This was Lincolnâs strategy when he joined together Whigs, Democrats, Free-Soilers, anti-Nebraska voters, and nativists into the new Republican Party to stand against the Slave Power. Five years before, such a coalition would have been unimaginable. Members of those groups agreed on very little other than that they wanted all Americans to have equal economic opportunity. Once they began to work together to promote a fair economic system, though, they found much common ground. They ended up rededicating the nation to a âgovernment of the people, by the people, and for the people.â
Confederate leaders and Lincoln both knew about the political potential of a shock event. As we are in the midst of one, it seems worth noting that Lincoln seemed to have the better idea about how to use it.
A week ago, Avon found an inventive way to get its brand noticed in peak-hour traffic.
I could make this about how people don’t know how to drive these days, or about the media fascination with Asian drivers when the reality does not bear this out, but let’s make it all about Avonâsince they are the ones who have actually inspired a full blog post today. To think, it could have just been on my Instagram and Tumblr and I would have let it go, since the following video is over a week old.
To be fair, as well as posting on my own platforms, I thought it would only be fair to alert Avon about it on its Facebook. In this age of transparency, it’s not good to talk behind someone’s back. I would have used the website advertised on the side of this Mazda (avon.co.nz), but the below is all I get. (You can try it yourself here.) I told Avon about this, too. They need to know one of their people is a dangerous, inconsiderate, and selfish driver who is ignorant of basic New Zealand road rules, namely how a give-way sign works and how to change lanes. And if I were in their shoes, I’d want to know that the URL emblazoned in large letters on the side of my fleet of cars is wrong.
It was ignored for a while, now my post is deleted.
Immediately I had these five thoughts.
1. Its brand isn’t that great. When you’re starting from a poor position, the best thing to do is try to work harder. As a network marketer, Avon can’t afford to have an office that doesn’t deal with complaints. I might even be a customer. In any case, I’m part of the audienceâand these days, we can affect a brand as much as the official channels. For instance, this post.
2. In the 2000s and 2010s, social media are seen as channels through which we can communicate with organizations. Going against this affects your brand. (There’s a great piece in the Journal of Digital and Social Media Marketing, vol. 3, no. 1 that I penned. Avon would do well to read this and integrate social media marketing into its operations.)
3. If you’re an Avon rep and you know that the AustraliaâNew Zealand operation ignores people, then what support do you think you can count on? My post will have been seen by many people, and a follow-up one todayâinforming them it’s poor form to delete commentsâwill be seen by more. It discourages more than customersâits distributors surely will think twice. (I’m also looking at you, Kaspersky. Another firm to avoid.)
4. Advertising your website in large letters and have it not work is a major no-noâit contributes to the image I (and no doubt others) have on Avon as, well, a bit amateur.
5. This is a US firm. If you’re an exporter, isn’t now a really good time to show that you care about your overseas operations? Nation brands impact on corporate ones. Now I’m beginning to wonder if Avon might not be that interested in overseas sales any more. Their new president, with his stated views on free trade, has said in his inauguration speech that they need to ‘buy American’ and ‘hire American.’ Let’s delete stuff from foreigners!
The question I have now is: wouldn’t it have been easier to apologize for its representative’s inability to drive safely, and thank me for telling them their website is dead so they can get it fixed? The video contains the registration number, so Avon could have had a word to their rep.
This is all Marketing 101, yet Avon seems to have failed to grasp the basics. I guess the folks who flunked marketing at university found jobs after all.
For the second time in two months, I found myself announcing to the members of Medinge Group another passing: that of my good friend Tim Kitchin.
Tim passed away over the weekend, and leaves behind three kids.
I always admired Timâs point of view, his depth of thinking, and his generosity of spirit.
I remember Tim taking notes at my first Medinge meeting in 2002: he drew mind maps. None of this line-by-line stuff. And they worked tremendously well for him.
His brain had a capacity to process arguments and get to the core incredibly quickly, from where he could form a robust analysis of the issues.
But never at any point did Tim use this massive intellect to debase or humour anyone. He used it to better any situation with a reasoned and restrained approach.
Whenever he commented, he did so profoundly. Tim could get across in very few words some complex arguments, or at least open the door to your own thinking and analysis.
In 2003, Tim was one of the authors of Beyond Branding, with a chapter on sustainability (âBrand Sustainability: Itâs about Life âŠ or Deathâ). Note the year: he was writing about sustainability before some of todayâs experts began thinking about it. Prior to that he had co-authored Managing Corporate Reputations (2001).
He wrote a chapter summary for Beyond Branding, which began, âImagine the life of the earth as a single day. In the last 400th of a second of that day we have directly altered 47% of the earthâs land area in the name of commerce and agriculture, but even so, 900 million people are still malnourished, 1.2 billion lack clean water and 2 billion have no access to sanitation.
âWe cannot take it for granted that governments will suddenly acquire the clarity[,] insight and commonality of belief to see a process of renovation to its end. Unless we accept our joint and several liability for this future and begin to address the sustainability of all human systems, we stand little chance of tackling the most complex system of allâour symbiosis with spaceship earth âŠ destination unknown âŠ arrival time yet to be announced.
âAgainst this apocalyptic backdrop, how does a 60 year-old global CEO promise a bright future and possibly a pension to his 16 year-old apprentice, or any future at all to the ten year-old enslaved employees of his suppliersâ?
âHow does he create a sustainable future for his organisation and those to whom it has made explicit or implicit promises? He must start by building a sustainable brand.â
You can see the sort of thinking Tim exhibited in the above, and as I got older the more I realized how ahead of the curve he was. The problems that he writes about remain pressing, and his solutions remain relevant. Presented in language we can all understand, they introduce complex models, much like his mind maps.
He had a real love of his work and a belief that organizations could be humanistic and help others.
He certainly lived this belief. Tim was with us at Medinge till the end of 2014, and went on to other projects, including directing Copper, a digital fund-raising and marketing agency. He was also helpful to a Kiwi friend of mine who arrived in the UK in 2016âTim was generous to a fault.
With the world in such confusing turmoil, Tim still sought solutions to make sense of it all and posted to social media regularly.
And despite whatever he was going through himself, he had a real and constant love for his children.
Tim had an enduring spirituality and he believed in an afterlife, so if heâs right, Iâll catch up with him at some stage. By then hopefully weâll have made a little bit more sense of this planet. As with Thomas, who passed away in December (in Timâs words, âHorrid news to end a horrid yearâ), Iâll miss him heaps and the world will be far poorer without him.
PS.: I have the details of Tim’s service and burial from a mutual friend, Peter Massey.
As I guessed, it will be at All Saints’ Church in Biddenden (TN27 8AJ). The date and time are Thursday, February 2 at 2 p.m.
There will be a reception afterwards at the Bull in Benenden (TN17 4DE).
Nearest train stations are Headcorn and Staplehurst on the line from Charing Cross, Waterloo East and London Bridge. Local taxi firm MTC is on +44 1622 890-003.
Peter has offered help with travel and accommodation (via Facebook) so I can relay messages if need be. He has posted on Tim’s Facebook wall if any of you are connected there.âJY
Above: Brave Bison’s predecessor, Rightster, left much to be desired in how it dealt with publishers, while investment commentators had concerns, too.
Twenty-sixteen had some strange developments on the publishing front.
First, we noticed Alexa rankings for a lot of sites changed. Facebook itself went from second to third, where it has stayed. Our own sites dropped as well, across the board, even though our own stats showed that traffic was pretty much where it was. In Autocadeâs case, it was rising quickly.
We checked, and Alexa had announced that it had increased its panel again in 2016. There was an announcement about this in 2014, but things improved even more greatly during the last Gregorian calendar year, specifically in April. (April 2016, it seems, was a huge month of change: read on.) This means Alexa began sampling more people to get a more accurate picture. Given that Facebook fell as well as us, then we drew the conclusion that the new panel must include audiences in China and other non-Anglophone places. It makes sense: Alexa is a global service and should take global data points. Never mind that weâve suffered as a result, we actually agree with this approach. And weâre taking steps in 2017 to look at capturing extra traffic with our content.
Alexa, when we approached them, said it could not comment about the origins of the panellists. Again, fair enough. Weâve made an educated guess and will work accordingly.
Secondly, there were two ad networks whose advertising disappeared off our sites. The first, Gorilla Nation, started dropping off long before 2016. In 2015, we asked why and were asked to fill out some form relating to Google ads. Anyone whoâs followed this blog will know why that was unpalatable to usâand we want to make sure our readers donât fall victim to Googleâs snooping, either. Iâm not saying that Google ads donât appear at allâitâs the largest advertising network in the world, and its tentacles are everywhereâbut if I can avoid opening our properties up to Google willingly, then Iâll do so.
Itâs a shame because weâve worked exceedingly well with Gorilla Nation and found them very professional.
We have, sadly, entered an era whereâas found by my friend and colleague Bill Shepherdâonline advertising is controlled by a duopoly. In The New York Times, April 18, 2016 (italics added): âAdvertisers adjusted spending accordingly. In the first quarter of 2016, 85 cents of every new dollar spent in online advertising will go to Google or Facebook, said Brian Nowak, a Morgan Stanley analyst.â I donât think this is fair, as theyâre not the ones generating the content. Google has also managed to game services like Adblock Plus: theyâve paid for their ads not to be blocked. (Better has more information on why certain ad blockers are ineffective.) Itâs not difficult to see why native advertising has increased, and this is generally more favourable to the publisher. In 2017, itâs time to build up the advertising side again: two years ago we already saw quarters where online overtook print in terms of ad revenue.
Burst Media’s ads also disappeared, and we had been working with them since 1998. Now called Rhythm One, they responded, âWe recently migrated to a new platform and your account was flagged by an automated process as part of that. All that being saidâwe can absolutely get you live again.â That was April. I added one of their team to Skype, as requested, but we never connectedâthe helpful staff member wasnât around when I called in. Again, a bit of a shame. As I wrote this blog post, I sent another message just to see if we could deal with the matter via email rather than real-time on Skype.
At least this wasnât a unilateral cessation of a business arrangement, which Rightster sprung on us without notice in April. Rightster’s Christos Constantinou wrote, âIt is with regret that we inform you that from yesterday we ceased providing video content services to your account.â This wasnât the first change Rightster sprung on usâits code had changed in the past, leaving big gaps in our online layoutsâand soon after, everyone there clammed up, despite an initial email from another Rightster staffer that feigned surprise at what had happened. Mr Constantinou never picked up phone calls made since that point, and we couldnât get an answer out of them. No breaches of their terms and conditions were ever made by us.
We were only interested in a small handful of their video sources anyway, all of whom exist on other platforms, so one would have thought that it was to Rightsterâs advantage to continue working with a well respected brand (Lucire). A bit of digging discovered that the firm was not in good shape: a pre-tax loss in the first half of 2015 of ÂŁ11Â·5 million, with shares trading in October of that year at 10Â·50p per share, down from its float price of 60p. That year, it was forecast by Share Prophets that things would only get worse for the firm, and they were proved right within months. Not long after ceasing to work with us (and presumably others), Rightster became Brave Bison Group, restructured, and became a âsocial video broadcasterâ, but it was still burning cash (to the tune of ÂŁ1Â·3 million, according to the same website in July 2016).
Gorilla Nation and Burstâs slots have largely been replaced by other networks as well as ads secured in-house, while Rightster effectively did us a favour, though its opaqueness didnât help. In fact, when they didnât answer questions, it was only natural to surf online to investigate what was going on. Initially, there was some negative stuff about Burst, though my concerns were put to rest when they emailed me back. With Rightster, there was no such solace: finding all the news about the firm being a lemon confirmed to me that we were actually very lucky to have them farewell us.
We revived an old player that we used, through Springboard, itself linked to Gorilla Nation, so weâre still serving advertising from them, just in a different form. Video content has not vanished from the Lucire sites, for those who are interested in it.
How a company behaves can be linked to how well it ultimately performs, and what itâs worth. Given our treatment by Rightster, it wasnât that surprising to learn that something was rotten in Denmark (or London). Maybe that first staff member was genuinely surprised, with employees not being told about their company running out of money. And unless things have truly changed within, it could well continue to function dysfunctionally, which will give those AIM columnists more ammunition.
There are a lot of idealistic ventures out there, but to grow, often founders have to compromise them. It comes back to our thoughts at Medinge over a decade ago about âFinance is broken.â Because of these compromises, we donât really advance as much as we should, and some brilliant ideas from young people arenât given the chance they deserve. This needs to change. We already have branding as a tool to help us, and we know that more authentic, socially responsible brands can cut through the clutter. When these ventures start up, brands are an important part of the equation.
How are governments going to fund this universal basic income if they themselves arenât getting a decent tax take? Itâs the same question thatâs plagued us for decades.
Douglas sees ventures like Ăber to be the same-old: its customer really is its investor, and thatâs not a new concept at all. Itâs why we canât even consider Ăber to be a good brandâand the tense relationships it often has with governments and the public are indications of that. Itâs not, as Douglas suggests, even a driver co-op. Itâs still all about making money the old-fashioned way, albeit with newer tools.
Worrying but true: some of the biggest companies in the world are required to grow because of their shareholders. As a result, theyâre not creating sustainable revenue. âIf youâre one of the top fifty biggest companies in the world and youâre still required to grow, thatâs a real problem.â
Kids these days arenât as into all this technology and social networks as we are. Thank goodness. When Facebook reports another billion have joined, youâll know theyâre BSing you and counting all the bots.
Many people see things as though they were created by God and accept them. Douglas gives the examples of Facebook and religion. I can add the capitalist and socialist models we have. If people believe them to be God-given, or natural, then they feel helpless about changing them. We need to wake people up and remind them these are human-made constructsâand they can be unmade by humans, and replaced with better ideas that actually work for us all.
Above: The first-generation Mitsubishi Minica, though this isn’t the 1962 model. Now on Autocadeâthough hardly an iconic model.
Itâs the end of the Gregorian year, which means I get a bit of time to update Autocade. Since 2008, itâs mostly been a labour of love, and typically, the period after Christmas is when I get a bit of down time to put on models that should have been done during the year.
But because itâs a hobby siteâalbeit one that has turned into a oft-referenced online guideâitâs not done with any real discipline. That I leave to othersâand youâre all more captured by the flashy photography of magazine sites anyway. Autocade was started as a quick reference, and unless we really decide to branch out into a magazine format, itâll remain that.
To give you an idea of the anorak nature of the website, over the break, all of Mitsubishiâs kei cars were added to the site. Some had already been there, such as the eK and certain Minicas, but I decided the rest should go up.
Why these? You may ask, yet I donât really have an answer. Often itâs over to oneâs mood. Sometimes itâs to offer something online that others donât, or at least not comprehensively. And when you realize you have 80 or 90 per cent of the models added, you think: I only need a few more, why not succumb to OCD and do the lot?
Therefore, now, Autocade has all the Minicas, Pajero Minis, Ios and Jrs, Toppos and eKs that the once-mighty manufacturer made before it fell out of favour with its repeated scandals. Iâm not a fan of any of them, but thatâs not relevant: itâs about objectively providing the public with information, and my own like or dislike of a model has nothing to do with it.
Itâs not even a commercial decision. If it was, Autocade would have filled up the gaps in the US automotive industry a lot sooner. And there are still plenty of them. Americans make up a huge chunk of the browsing public, although for me it takes a while to make sure the engine capacities [for post-1980 US models] are recorded in metricânot something you can readily come by in US books (yes, Autocade is still dependent in some part to the printed word, not the transmitted electron).
The other area where weâre missing cars is in the flash stuff: Mercedes-Benzes, Maseratis, Ferraris. Now these I actually like. But they can also prove difficult: the convention of the site is that the names of the cars are entered first, and Mercs can be time-consuming by the time you figure out what numbers go after A, C, E and S all around the world. The exotica are fun but thereâs often no logic to the product cycles or market nichesâwhich does, of course, make them more interesting, but from an encyclopĂŠdic point-of-view, more difficult to compartmentalize and recall. For those who have visited the site, there are links to each modelâs predecessor and successor (where applicable), and that makes for particularly entertaining surfing.
One model takes, on average, 15 to 20 minutes to do, and thatâs when I already know about it. Thereâs some time involved in getting a press photo, writing it up, checking the specs (again using printed matter). When you research in certain languages, it takes even longer (South African online resources are scarce, for instance, and anything Chinese before 2008 or so is also hard to track down). The Mitsubishi kei cars, beginning with the 1962 Minica, represent hours of work, and when you multiply 15â20 minutes by 3,440, thatâs a lot of hours since the site started. Occasionally Iâm helped along by readers who suggest models, and two UK friends, Keith Adams and Pete Jobes, have made changes and additions along the way that have really benefited the site.
Iâm glad that Autocade is heading toward 10 million views, a milestone which it will reach in the next couple of months, and the increase in viewership is thanks to all of you finding it a useful enough resource. If you want something less exotic and more mundane (after all, some of us can only have so much of supercars and luxury cars), itâs the place to pop over to at autocade.net, hit âRandom pageâ at the top, and see what comes up.
Tonight, I had the sad and solemn duty to announce publicly the passing of my friend Thomas Gad.
Iâm still waiting for someone to come out and tell me that I have been severely pranked.
Thomas was the founder of what we now call Medinge Group. After working for 17 years at Grey Advertising as an international creative director, Thomas set up Brandflight, a leading branding consultancy HQed in Stockholm. He authored 4-D Branding, Managing Brand Me (with his wife, Annette Rosencreutz), and, most recently, Customer Experience Branding.
In 2000, Thomas seized on an idea: why not gather a bunch of leading brand practitioners at Annetteâs familyâs villa at Medinge, three hours west of Stockholm, for a bit of R&R, where they could all discuss ideas around the profession?
Nicholas Ind was one of the people at that first meeting. In a statement tonight, Nick wrote, âI first met Thomas when I was working in Stockholm in 2000âhe invited me to join him at Medinge in the Swedish countryside to talk about branding. So began a professional and personal relationship that was truly fulfilling. Thomas, and his wife Annette, hosted the annual meetings we had at his house every summer after that with unrivalled generosity. My strongest recollection of those days is not the debates we had or flying with Thomas in his sea plane (even though those are also memorable), but Thomas and Annette sitting at the dinner table in the evenings singing songs, telling jokes and bringing everyone together. Thomas was exceptional in the way he made everyone feel welcome and valued in the groupâhe will be deeply missed.â
I came on the scene in 2002, invited by Chris Macrae. The event had become international the year before. Thomas and Annette made me feel incredibly at home at Medinge, and we had an incredibly productive meeting. He had taught me to sing ‘Helan gĂ„r’, for no Swedish gathering is complete without a drinking song.
At the same meeting, I met Ian Ryder, who wrote, âAs a founding member, and now Honorary Life Member, of Medinge Group I couldn’t possibly let such a sad announcement pass without observation. Thomas was a really bright, intellectually and socially, human being who I first met at the inaugural pre-Medinge group meeting in Amsterdam sixteen years ago. Little did we know then that our band of open-minded, globally experienced brand experts would develop into a superb think-tank based out of Thomas’s home in Medinge, Sweden.
âFor many years he and his lovely wife, Annette, hosted with a big heart, the annual gathering at which he played fabulous host to those of us who made it there. A larger-than-life, clever and successful professional, Thomas will be sorely missed by all those lucky enough to have known him.’
By the end of the summer 2002 meeting we had some principles around branding, the idea for a book (which became Beyond Branding), and a desire to formalize ourselves into an organization. The meeting at Medinge would soon become the Medinge Group (the definite article was part of our original name), and we had come to represent brands with a conscience: the idea that brands could do good, and that business could be humane and humanistic. This came about in an environment of real change: Enron, which had been given awards for supposedly doing good, had been exposed as fraudulent; there was a generation of media-savvy young people who could see through the BS and were voting and buying based on causes they supported; and inequality was on the rise, something that the late Economist editor, Norman Macrae (Chrisâs Dad) even then called humankindâs most pressing concern. If everything is a product of its time, then that was true of us; and the issues that we care about the most are still with us, and changes to the way we do business are needed more now than ever.
This is Thomasâs legacy: Medinge Group is an incorporated company with far more members worldwide, holding two meetings per annum: the annual summer retreat in Sweden, and a public event every spring, with the next in Sevilla. The public events, and the Brands with a Conscience awards held in the 2000s, came about during Stanley Mossâs time as CEO. Stanley wrote this morning, âThomas brought his vision and resources to the foundation of Medinge, and served as a critical voice in the international movement for humanistic brands.â We continue today to spread that vision.
We have now been robbed far too early of two of our talents: Colin Morley, in the 7-7 bombings in London in 2005; and, now, Thomas, taken by cancer at age 65. My thoughts go to Annette and to the entire family.