I have two neighbours here in Switzerland. The one nice. The other not. This is the nice one.
Cycling equipment can be expensive. The top of the range components are not cheap. Bikes fitted out with top of the range equipment have price tags competing with high end motor cycles.
Are they worth it?
My recent experience with Shimano’s top of the range Dura-Ace crank-set suggests not. A base level Shimano crank set will set you back €82.90. The Dura-Ace version costs €419.00.
The crank arm snapped while riding. There had been some warning signs that all was not well. Most recently, the crank arm had been catching the chain in the high gears. The replacement was already en route.
An investigation of how things went wrong is revealing. To keep it light, the crank is a monocoque construction made up of a chassis and an outer shell which are welded together at various points.
At the heart of the design is a weld-point that joins the spider to a cap, which connects to the axle. The cap is pushed into the axle, like a cork. If they separate, the unit’s strength is compromised, and the crank will start to flex, and eventually breaks from metal fatigue.
A clue that this might be happening is when the crank starts to creak. In my case, the creaking disappeared. That’s the sign that the welding has separated, and the crank is on its last legs.
The real surprise is that this weakness could be easily designed out. On the opposite crank there is a threaded bolt that is used to tighten the left crank in place. A similar bolt on the right crank would ensure that the two components making up the right crank couldn’t separate. Yes, it would need to be checked for tightness every now and then, but it would be a better construction.
Shimano obviously thinks that some cyclists wouldn’t bother to check.
At least give us a choice.
This is clearly a design flaw. In my small circle of cycling friends. it’s happened to two others. There are plenty of complaints on the web. Shimano won’t do anything while their products remain so popular.
Sep 12, 2019
Attention: Johan Lundgren
The Chief Executive Officer
Dear Mr Lundgren
The study conducted on strategies to improve aircraft boarding and their impact on airline profitability makes for interesting reading.
My recent experience on EasyJet runs contrary to those findings. Customers in the boarding queue traveling with a hand-bag and cabin luggage were instructed that this was contrary to EasyJet policy, and that the handbag must be packed in the cabin luggage. Those of us who travel frequently separate our luggage in a way that security, boarding, and in flight inconvenience are minimised, and the handbag is an effective part of the tactic.
Fitting the handbag into the carry-on was not an issue. But there were issues, as other passengers were held up as I retrieved my passport from the handbag as we were leaving the terminal, and again when extracting the handbag before putting the carryon into the overhead.
After discussing these issues with the senior cabin attendant, a number of passengers who were on their first flight with EasyJet expressed their support. Never again, was their common refrain.
Given that getting new customers is approximately ten times more expensive that retaining existing ones, the EasyJet policy is unsound business practice.
In the short term, the additional charges for excess luggage may conceal the long term losses that this strategy generates.
The EasyJet policy certainly derives from the profitability of ancillary services when they were introduced by airlines early in this decade. But charging customers at the airport is a delicate balancing act, if one values customer loyalty.
Being informed by the ground crew that the inconvenience of packing a handbag into one’s carry on is the customer’s fault, because of the way they booked the flight, does not generate any goodwill.
There are low cost carriers that treat their customers well, and their ongoing profitability proves its value.
There is increasing evidence that the world’s economies are headed for recession in 2020. The economic implications of the quantitative easing strategy used to recover from the great recession of 2007/8 will be felt at that time. Businesses that have not built good customer relationships will suffer most.
Roy R Dalle Vedove
July 5, 2019
Attention: Mr Todd Robinson
Dear Mr Robinson
Changing service providers is challenging. Webhostinghub promised the services that I needed, and I subscribed. Your technical support team is excellent. Not only that, your documentation is detailed, and easy to follow.
But I’m unhappy. The transcript of the initial conversation with your sales agent, Adam Block, confirms that you provide event scheduling on MySQL on the Nitro package that I purchased. The conversation confirmed that Webhostinghub will meet the explicit requirement to create events from within applications, without manual intervention.
Following the principle of “Caveat Emptor”, the needs were specifically stated, without any opportunity for misunderstanding.
Now, I have been informed that the service is not available unless I upgrade my package. That’s a bait and switch strategy. Tarnishing Webhostinghub’s hard-won reputation like that is undesirable.
I have been reminded that you have a 90 days money back guarantee. What I want is what I was promised. Technically, this is a simple using a single command with super admin privileges. My needs place no additional load on the server. Yes, other users might, but that cannot be used to force me to pay for an upgraded service.
We have routes to a sensible solution. Please contact me if you wish to explore them.
Roy R Dalle Vedove
It struck me as peculiar that my accounting degree did not include any financial modeling. It was in the real world that I learned, initially as a CFO, and then in finance.
As a working capital financier, you see plenty of cash flow projections. Working capital finance is usually needed because people have made mistakes with their modeling at the outset. Financiers have to have own models into which they plug the numbers. It’s better than trusting the sanguine figures that are usually presented.
So that’s what we did.
As the spreadsheet guru, I was tasked with creating a model that integrated the balance sheet, income statement and cash flow projections.
Getting all three to balance is tricky, but crucial. Errors in assumptions become evident as the ratios go out of kilter, and that let’s you know if the numbers can be trusted.
Once the model is working, the starting point is to enter the last three months figures. If the assumptions and calculations are right, the most recent balance sheet will pop out from the input. If it doesn’t there are errors. Fix them, and you’re on your way.
The assumptions are key. They will guide the strategic planning, and the executive that has a grip on them is likely to succeed.
One of the best tools for getting a feel for the key factors in a business is also one of the simplest: break-even analysis.
To the uninitiated, break-even analysis is like a magic trick. Sitting in a pub, you can scribble down the variable expenses, then the fixed expenses, calculate the contribution, and tell a desperate friend why his business is struggling, and how long it will take to fix.
The financial model must include the results of a proper break-even analysis. Then, slotting in past figures will immediately reveal any misallocation of fixed and variable expenses.
The exercise of entering past figures has another benefit.
It provides the executives with confidence that the model works, and the understanding that by continuing to enter results they will know in advance whether something is out of line.
They become proactive.
They look good.
They are good.