As consumers become more realistic about the fuel-efficiency capabilities of hybrid vehicles, the percentage of new-vehicle shoppers who are considering a hybrid has declined, according to recently released J.D. Power and Associates' 2007 Alternative Powertrain Study. Their study examines the percentage of consumers that are considering purchasing either hybrid or clean-diesel powertrains.

Now in its second year, the Alternative Powertrain Study examines the reasons why consumers consider or avoid alternative powertrain vehicles. The study includes the Automotive Environmental Index, which combines U.S. Environmental Protection Agency (EPA) publicly available data related to fuel economy, air pollution and greenhouse gases for 2007 model-year vehicles and J.D. Power and Associates’ voice-of-the-customer data related to stated fuel economy. Voice-of-the-customer data—consumer data derived from other J.D. Power studies—is also used to help determine the relative importance of these environmental factors.

The study finds that 50% of new-vehicle shoppers are considering a hybrid—down from 57% in the 2006 study. While a general decline can be observed across all age groups, in particular, younger vehicle shoppers (16 to 25 years old), appear less interested in the powertrain technology, with 60% considering a hybrid in 2007, down from 73% in 2006. The average additional price potential hybrid buyers are willing to pay for this powertrain is $2,396, with the expectation of receiving an improvement of 18.5 miles per gallon (MPG) over a traditional vehicle of similar size.

“In the 2006 study, we found consumers often overestimated the fuel efficiency of hybrid-electric vehicles, and the decrease in consideration of hybrids in 2007 may be a result of their more realistic understanding of the actual fuel-economy capabilities,” said Mike Marshall, director of automotive emerging technologies at J.D. Power and Associates. “While hybrid sales are steadily increasing, they continue to face competition for market share against an increasing offering of other alternative powertrains and fuels options.”

The study also finds that consumer consideration for purchasing clean-diesel vehicles, which were newly introduced to the market in 2007, is at 23%. In 2006, only 12% of shoppers considered purchasing diesel vehicles. On average, fans of this powertrain are willing to pay an additional $1,491 for the clean-diesel option and expect an average additional fuel economy improvement of 15 mpg.

“As the automotive industry steadily offers more alternative powertrain/fuel options to consumers, buyer preferences will continue to shift the market in the coming years,” said Marshall. “With high fuel prices, perceived dependency on foreign oil and an increased focus on environmental issues all being top of mind among consumers, manufacturers will not only have to continuously make efforts to produce more fuel efficient vehicles, but also to diversify the range of options.”

Toyota is the highest-ranking nameplate in the Automotive Environmental Index, followed by Volkswagen and Honda, respectively. Toyota has improved by six rank positions since the 2006 study and has a strong showing with both hybrid and gasoline-powered models. Honda also performs well, with four models in the top 30. Ford and Nissan follow, each with three models. Similar to 2006 results, there are only two luxury models in the top 30—the Lexus GS 450h and RX 400h.

The 2007 Alternative Powertrain Study includes responses from more than 4,000 consumers in May and June 2007 who plan to purchase a new vehicle within the next two years. The voice-of-the-customer components of the Automotive Environmental Index are derived from the 2007 Alternative Powertrain Study and the J.D. Power and Associates 2007 Initial Quality Study.

Source: J.D. Power and Associates (July 16, 2007). “J.D. Power and Associates Reports: Consumer Consideration of Hybrid Vehicles Drops as Fuel Efficiency Expectations Among Shoppers Become More Realistic.” J.D. Power and Associates press release courtesy of PR Newswire.

Team Toyota’s Denso-backed SARD Supra HV-R scored an impressive victory at the Tokachi 24-hour endurance race in Japan on July 15 and 16. News has already started circulating about the achievement as this feat marks the first time a hybrid car has won such a contest. Even more notable was the convincing fashion in which it dominated: 19 laps ahead of its nearest competitor. Starting from the pole position the car accumulated 1,960 miles and 616 laps without yielding its front-running slot.

The Supra was a retired work horse from a long string of Super GT races. Its new purpose is to test and develop hybrid systems for racing applications, and this past demonstration signaled a bright future for this technology. Supplementing the old 4,480-cc 3UZ-FE V8 were three electric engines; the two up-front were rated at 10kw each and housed within the wheels and a single 150kw mounted to the rear axle. Power came from a proprietary super capacitor that was charged from four-wheel regenerative braking. The benefits include quick bursts of power for urgent accelerating while shedding the burden of traditional batteries. Surprisingly, these additions do not carry a severe weight penalty as the Supra tips the scales at only 2,300 pounds.

The Denso SARD race team reported an enthusiastic assessment of the vehicle concluding the race. Substantial performance gains were reported during moments of severe acceleration and deceleration with the regenerative braking system supplementing power and decreasing energy lost. Fuel economy was also a major homerun, as the hybridized Supra consumed 10% less fuel than the gasoline system it ran in previous configurations. Brake-pad wear was reduced by roughly 50% over the non-regenerative system. In endurance racing these changes present opportunities to make fewer pit stops.

In 2006, Toyota was the world’s first manufacturer to enter a hybrid race vehicle in the endurance race with their Lexus GS450h, which finished 17th overall.

Source: SARD Corporation. Retrieved July 20, 2007, from www.sard.co.jp

Mobile consumers are quickly moving beyond traditional surprise-and-delight automotive features and asking themselves, “Why aren’t cars better equipped to accommodate today’s mobile technology?” A recent article by Rob Tregenza, vice president of consumer strategist, transportation/travel/leisure and sports/fitness for Iconoculture, discusses why consumer demands for access to personal media are set to reshape the future of automotive features. Iconoculture is a consumer-trend research and advisory-services company that works to enable innovation and business growth for its clients.

Specialty-equipment manufactures could benefit from knowing and reacting to what automobile features consumers are demanding. To access Tregenza’s article and learn more about future automobile trends, click here: http://www.sema.org/images/pdf/More_Pod_Less_Box_Iconoculture.pdf.

Source: SEMA Research & Information Center

General Motors recently announced that it has reached a joint venture agreement with Penske Corporation to purchase 50% equity of VM Motori S.p.A, a designer and manufacturer of diesel engines based in Cento, Italy.

This investment builds on GM’s existing relationship with VM Motori, GM’s diesel expertise worldwide, and its strong relationship with Isuzu. 

“Diesel engines have a very important role in GM’s global advanced propulsion strategy,” said Tom Stephens, group vice president of GM Global Powertrain and Quality. “We are leveraging expertise and resources within our company and through technology partners to ensure we develop the world’s best powertrains.”

GM announced at the Geneva Motor Show that it will jointly develop a new 2.9L V6 turbo diesel engine with VM Motori that is scheduled to launch in the Cadillac CTS in Europe in 2009. GM Powertrain Europe will focus on the development of the first industry application of a clean combustion process called closed-loop combustion control, electronic-engine control and exhaust-gas aftertreatment, as well as calibration and integration into GM vehicles. VM Motori plans to build the new unit at its plant in Cento, Italy, and is responsible for the mechanical aspects of the engine’s design, development and testing.

Penske Corporation, based in Bloomfield, Michigan, is a transportation services company that encompasses retail automotive sales and services, truck leasing, supply-chain logistics management, transportation components manufacturing, and high-performance racing.

VM Motori, founded in 1947, specializes in engine design and production for a variety of uses, including light commercial vehicles.

GM currently offers 17 diesel engine variants in 45 vehicle lines around the world. GM sells more than one million diesel engines annually, with products that offer a range of choices from the 1.3L four-cylinder diesel engine sold in the Opel Agila and Corsa, up to the 6.6L V8 Duramax diesel sold in fullsize vans, heavy-duty pickups and medium-duty trucks in the United States.

Source: General Motors Corp. (July 16, 2007). “GM Will Buy 50 Percent Equity Interest in VM Motori” General Motors Corp. press release.
 

Kelley Blue Book recently revealed the most-researched new cars on its website during the first half of 2007. Information was collected among more than 70 million unique visitors to www.kbb.com.  Consumers typically turn to Internet sites to research products, in this case new cars, prior to making their purchases. Highly researched vehicles, therefore, typically translate into top-selling vehicles.

Toyota and Honda again continue to dominate Kelley Blue Book’s most-researched new-vehicles list, with 12 of the top 20 vehicles representing those makes (seven Toyotas and five Hondas). However, Toyota surpassed Honda for the first time taking the top spot with the newly redesigned Camry, pushing Honda’s Civic and Accord to numbers two and three, respectively.

A hybrid vehicle makes its debut on Kelley Blue Book’s most-researched new-vehicles list, with the Toyota Prius coming in at number 11. Popular new domestic models that continue to make the most-researched list include the Ford Mustang, Ford Escape and Chevrolet Tahoe.

Vehicle redesigns and updates prove to re-invigorate consumer interest in specific models, with Nissan’s recently redesigned Altima being the only vehicle among the top 10 that is not a Toyota or Honda. The Jeep Wrangler places on the most-researched list for the first time this year, undoubtedly due to its recent redesign which now includes a more family-friendly four-door model. Honda’s redesigned CR-V moved to number four on this half-yearly list, up significantly from number 10 this time last year.

Mazda’s compact model, the Mazda3, moved up from number 20 last year to number 15 this year, demonstrating its increased popularity. The only luxury models included on the 2007 most-researched list are the Infiniti G35 at number 13, and the Acura TL at number 20.

“The stranglehold Toyota and Honda have on the top 10 most-researched spots anticipated the sales results in June and demonstrates that those brands are on many consumers’ must-shop list,” said Jack R. Nerad, executive editorial director and executive market analyst for Kelley Blue Book and kbb.com. “Meanwhile, the list shows that prospects for the domestic manufacturers remain bleak, because they offer too few ‘gotta-have-it’ products.”

Source: Kelley Blue Book (July 9, 2007). “Kbb.com Names Most-Researched New Vehicles During First Half of 2007.” Kelley Blue Book press release courtesy of PR Newswire
 

Forecasting the demand of specialty-equipment parts and accessories provides an invaluable tool for strategic market planners and helps answer one ongoing question: How will industry sales do in the coming months? To help answer this question, SEMA commissioned the market-research firm TechnoMetrica to survey consumers every month in order to gauge their specialty-equipment purchase intentions over the next three following months. In June, their nationally representative sample of 1,000 consumers—which represents approximately 114 million U.S. households—showed a slight increase in the number of consumers planning on purchasing specialty equipment over the next three months.

In June 2007, 22% of adult American drivers (or approximately 22 million households) indicated that they had plans to purchase specialty-equipment, a 1% increase from May. By product, wheels, tires and suspension components still remained the most popular specialty-equipment products consumers were likely to purchase (16% or 16 million households), followed by specialty accessories and appearance products (9% or 9 million households) and racing and performance products (8% or 8 million households)—each of these figures mirror those found in May.

It is interesting to note that as the age of drivers gets higher, the plans to purchase industry products goes down. Roughly two out of five (41%) of the 18–24 group intends to modify their vehicle, while only 12% of drivers 65 and older plan to do so. The pattern holds true even as we look at the three major segments of products that make up the industry. As you look at the table above, notice that the percentage of consumers planning to make a purchase has risen in some cases (as indicated by the +/- in parenthesis).

The graph below shows three-month moving averages of the types of vehicles marked for accessorization. For example, the last data plot in the graph represents the average over the last three months whereas the first data plot represents the average over the first three months of 2007.

Over the last three months, on average, midsize vehicles were the most common target vehicles for enhancement or modification (22%), followed by pickups (18%), fullsize cars (15%) and compact cars (14%). The fact that pickups come in at second shows that consumers are still passionate and anticipate customizing their vehicles regardless of the impact of fuel prices.

The graph below shows three-month moving averages of the preferred distribution channels for specialty-equipment purchases of those surveyed. Over the last three months, on average, car dealerships and chain auto-parts stores were tied for first place in terms of being the most popular purchase destinations among those planning to enhance their vehicles (27%, respectively), while independent parts stores held second place (15%).

Source: SEMA Research & Information Center

The 2008 Cadillac CTS will launch in late-August with a higher level of technology, luxury and performance, says Cadillac. With many new standard features and a long list of new options, the automaker notes that the all-new 2008 CTS, Cadillac’s most affordable product, also delivers compelling value.

“Cadillac’s recent renaissance and the breakout success of the original CTS provided a springboard for our team to reach higher with the all-new 2008 CTS,” said Jim Taylor, Cadillac general manager. “The result is a car we feel is more desirable in every way, including the value it offers to luxury sport sedan buyers.”

The 2008 CTS launches in the United States in late August at a base MSRP of $32,990, including $745 dealer freight charge. (The 2007 CTS with the 3.6L V6 engine carried a base MSRP of $33,530, $540 more than the new 2008 model with the same engine.)

The all-new 2008 CTS includes the following standard features that represent significant upgrades from the prior model, including:

• 263 hp, 3.6L engine (previously 258 hp and optional)
• All-new redesigned cabin with handcrafted accents (previously unavailable)
• 17-inch wheels and tires (previously optional)
• BOSE eight-speaker sound system (previously optional)
• The acclaimed Stabilitrak stability enhancement system (previously optional)
• Tire-pressure monitoring (previously optional)
• Underhood strut tower brace for improved structural rigidity (previously unavailable)
• Polished aluminum exhaust tips (previously unavailable.)

In terms of optional equipment, the all-new 2008 CTS includes a level of new features and technologies more commonly found on more expensive luxury vehicles including:

• 3.6L direct-injection engine with 304 hp and a 25% reduction in hydrocarbon emissions.
• six-speed automatic transmission with driver shift control
• all-wheel drive, with active torque transfer
• 40 gigabyte hard-disc drive that can store audio tracks “ripped” from CDs or flash drives, and enables a “Time-Shift” feature that can pause and replay live radio content
• Navigation system with 3D mapping of major U.S. landmarks and real-time traffic and weather data
• USB and auxiliary ports for the seamless integration (and battery charging) of MP3 players such as iPods.
• High Intensity Discharge headlamps with adaptive forward lighting that follows vehicle steering, with LED light pipes.
• BOSE 5.1 Digital Surround Sound.

Source: Cadillac (July 18, 2007). “2008 Cadillac CTS Readies for Launch.” Cadillac press release.

Scion recently announced manufacturer’s suggested retail prices (MSRP) for its all-new 2008 xD. xD models with a manual transmission will have an MSRP of $14,550, while models with an automatic transmission will be $15,350. The xD will reach Scion dealers in early August.

Scion says that the car’s urban personality is communicated as it hugs the road with its wide stance, thick muscular body, short overhangs, accentuated wheel flares and large tires. Other styling cues that set the xD apart include a long and narrow back window, and the Scion family traits—horizontal headlamps, an integrated rectangular lower and upper grille and turn signals built into the side mirrors.

The all-new xD is powered by a 1.8L four-cylinder engine with dual Variable Valve Timing with intelligence (VVT-i), a first to the Toyota family. The xD engine produces 128 hp at 6,000 rpm and 125 lb.-ft. of torque at 4,400 rpm and comes with either a five-speed manual transmission or a four-speed automatic. The efficient 2008 xD is EPA-certified as a low-emissions vehicle. It has EPA fuel-economy ratings of 27 mpg city/33 mpg highway for the manual transmission model and 26/32 for the automatic. Starting with the 2008 model year, all estimated fuel-economy ratings will be calculated using the new EPA methodology.

Engineers designed the xD with a short, wide frame in mind for better handling and comfort, says Scion. In addition, the xD features an L-arm type MacPherson strut in the front and torsion beam suspension in the rear for increased stability and a pleasing ride.

The xD rides on 16-inch steel wheels and 195/60 R 16 tires, and stops with front ventilated disc and rear drum brakes. Customers will be able to choose from three standard wheel covers.

Inside, the simple dash features an instrument panel located directly in front of the driver while the center cluster—digital clock and HVAC and audio controls—flows down the center. The xD’s unique speedometer and tachometer have been consolidated into one circular gauge centered on the instrument panel. Indicator lamps, an LCD fuel gauge and an odometer flank the centralized gauge.

The interior of the xD was designed for convenience, utility and comfort. The xD features front bucket seats and 60/40-fold flat rear seats for a level cargo space. The rear seats can slide forward and back up to six inches for additional leg room and cargo area. In addition, they can recline ten degrees and be adjusted into five different positions.

The xD’s standard 160-watt maximum output Pioneer audio system is unique to its segment and focused on youth lifestyle as it features iPod connectivity and a mini-jack port located beneath the HVAC controls for easy access. This standard head unit integrates track, artist and album information from the iPod into a one-line display on the head unit’s screen.

The xD’s optional Premium audio system adds one more feature to the standard head unit: the ability to download “skins” to play on the organic electroluminescent (OEL) screen. Customers can download images, four-second video clips and eight-second movies from Pioneer’s website. In addition, Pioneer software allows customers to burn their own images and movies onto a CD and upload them onto the available head unit. The faceplate light also changes from deep orange to blue at the touch of a button.

The xD comes mono spec like all Scion vehicles. Customers need to choose exterior color and transmission type, while the only factory option is Vehicle Stability Control (VSC) with Traction Control (TRAC). The xD has ample standard safety features, the automaker says, including four-wheel antilock brakes (ABS) with electronic brake distribution (EBD) and brake assist (BA); driver- and front-passenger dual-stage airbags; front seat-mounted side airbags; front and rear side curtain airbags; and active headrests on driver and front passenger seating.

Scion said that it also generously equipped the xD with more upscale standard features compared to other vehicles in its segment. These features include cruise control; power steering, windows, door locks and mirrors; remote keyless entry; air conditioning; a tire-pressure monitor system; tilt steering wheel with audio controls; first-aid kit; and multi-information display. The multi-information display allows the driver to toggle between the odometer, trip meters, instant fuel economy, average fuel economy, drivable distance and average vehicle speed.

More than 40 Scion Genuine and TRD accessories will be available at launch for xD. New to the accessory line up for the 2008 model year is the Scion navigation system. The system features a 160-watt maximum power audio/video/navigation unit with seven-inch LCD touch screen. Scion's Optomize accessory program will offer the Five Axis body kit.

Source: Toyota Motor Sales, U.S.A., Inc. (July 13, 2007). “Scion Announces Pricing For All-New 2008 xD—The Third Vehicle in the Lineup.” Toyota Motor Sales, U.S.A., Inc. press release courtesy of PR Newswire.

Ford Motor Company and Lear Corporation will mark an automotive milestone in August when production of soy-based foam for seats begins in the 2008 model year Ford Mustang.

America’s beloved pony car will use the industry’s first soy-based flexible foam in the seat backs and seat cushions beginning in August at the Auto Alliance International factory in Flat Rock, Michigan, home of the Ford Mustang.

Ford has a rich history in incorporating soy-based materials into its products. The Model T, for example, once contained 60 pounds of soybeans in its paint and molded plastic parts. Ford again showcased its industry-leading work with soy-foams in 2003 on the Model U concept, which featured soy-based seat cushions as well as a soy-based resin composite tailgate.

“Our technical team had to overcome several significant hurdles to bring this environmentally responsible technology to production,” said Gerhard Schmidt, vice president of research & advanced engineering at Ford Motor Company. “We are pleased that our diligent efforts in developing this technology have resulted in the production of soy-foam for the Ford Mustang.”

Ford was the first automaker in the world to demonstrate that soy-based polyols could be used at high percentage levels to make foam capable of meeting or exceeding automotive requirements. In 2004, Ford and Lear formed a partnership to commercialize soy-foam applications, with initial work concentrating on the molding of headrest and armrest components.

Lear is a leader in the area of environmental systems for automotive seating with industry firsts, such as the use of expanded polypropylene and polyethylene materials. These materials are used in place of traditional polyurethane foam, which offers lower mass and is 100% recyclable.

“Using renewable resources is an important means to supplying automotive products that improve environmental impact,” said Ray Scott, senior vice president and president of Lear’s Seating Systems Division. “This also helps in reducing the amount of pollution in the production of materials for automotive use. Ford Motor Company and Lear Corporation are able to bring this product to market ahead of our competitors due largely to our collaborative work within the area of ‘Green’ technology.”

The environmental advantages of soy-foam include: a reduction of carbon dioxide (CO2) emissions when compared to current petroleum-based material, lower energy required to produce the material, up to 24% renewable content and a reduction of dependence on volatile energy markets.

Ford and Lear collaborated with the United Soybean Board—New Uses Committee (a group of 64 farmers and agriculture industry leaders), Urethane Soy Systems Company, Bayer Corporation and Renosol Corporation on soy-foam development.

“Soy is a very green, renewable resource,” says Debbie Mielewski, technical leader for Ford’s Materials Research & Advanced Engineering Department. “Using soy-based foam gives us the opportunity to conserve natural resources and reduce our environmental footprint.”

Most automotive manufacturers today use 100% petroleum-based polyol foam. Each vehicle produced today contains an average of 30 pounds of petroleum-based foam. The total annual worldwide market for the foam is 9 billion pounds. Mielewski says auto manufacturers' research and development of renewable, more environment-friendly materials to produce the foam could have a significant environmental impact.

Source: Lear Corporation (July 12, 2007). “Ford, Lear to Launch Industry’s First Soy-Based Seat Foam in 2008 Ford Mustang.” Lear Corporation press release courtesy of PR Newswire.

Whether you contact your prospects via direct mail, print advertising, e-mail, sales calls, podcasts...no matter how you contact them, it’s important that you contact them frequently, according to a recent article by Larry Merserearu—small business consultant, speaker and author in the field of marketing and promotion.

Your prospects are inundated with promotional messages. Estimates have run from 200 to over 1,000 messages per day. Even at the low end, you are competing with at least 200 pitches a day. If it’s been three months since your prospect has heard from you in some form and your competition has been in their face a dozen times in the mean time, who do you think will come to mind first if they’re ready to buy?

Larry Merserearu believes that prospects have to receive a message from you at least once a month through the year just to keep your name in their cerebral database. Just because you mail them a postcard every month, don’t assume they received the message each time. Just because you ran a monthly ad in a trade publication they’re likely to read, don’t assume they saw it every month. Now, if you run that ad and mail that postcard, odds are pretty good that they caught your message at least once. And if they saw both, it’s that much better.

What if you ran the ad, sent a postcard and sent an e-mail? How about a weekly email? Now the odds are really in your favor. The message: Don’t rely on one medium to do all of the work. Gatekeepers sometimes throw direct-mail pieces away. People don’t read their trade magazines absolutely every month...and don’t read absolutely every page when they do. E-mail is easy to delete or “unsubscribe,” or worse: “block sender.” But if you’re hitting them with three or four different media, you’re going to be hard to miss.

For those of you who sell products that are seasonal, or that fall into specific cycles, it’s important to maintain contact all year. Don’t let your name fade from memory. Then in the weeks leading up to the buying season, intensify the contacts. Increase the ad size. Mail more frequently. When it’s time to make the buying decision, you’ll have that “top-of-mind” awareness we all hope for.

Don’t let up during your slow times or off-season. If you let them forget about you, you have to start all over again when the “season” rolls around. You make life difficult for your sales people when they have to remind prospects who you are and what you can do for them every time they call!

However, there is such a thing as too much contact, says Larry Merserearu. It’s especially true if you contact people by telephone. There’s a fine line between “persistent” and “pain in the butt.” In print, broadcast or in the mail, there’s a point where you’ve done enough and to continue to rack up contacts would be a waste of money. Overkill can even be damaging.

Let’s talk about telephone first. If you’re trying to reach a prospect you’ve never spoken to before, you should never call more than once a week. They may have been out of town the first time, or just not ready to talk. Or, the worst scenario: they don’t know who you are. If they don’t know who you are, you have to do more marketing.

The next question is, “How many weeks do I keep trying?” The old wisdom was that people said “no” four or more times before they said “yes.” And the same old wisdom said that most sales people quit trying after two or three calls. After leaving five or six messages, it’s easy to get discouraged. At that point, Larry suggests that it’s time to look for a new contact in the organization.

Larry says that he always tries to enter at the highest level possible. For him, the ideal contact is the vice president of sales and/or marketing. If he can’t get to first base with them, he’ll try to talk with their assistant. If he can’t get to first base there, he’ll drop down to a marketing or sales director or manager. (Yes, a director or manager is a step DOWN from the vice president’s assistant.) The mission changes when you drop down a level: Now you’re trying to get someone to be your advocate and get you in to the vice president.

The assistant and the director probably don’t have buying authority, so don’t waste your breath trying to make the sale. You have to make them understand how much you can do for the vice president, and how important it is for you to get to talk to them...and what a hero they’ll be for putting you through.

In advertising and promotion, anything more than about two contacts a week is overkill. Again, that doesn’t mean you shouldn’t advertise or mail more often than that. They won’t see you every time. But there is a point where they are seeing you often enough to know you and love you. Surely you’ve seen TV ads that got really old after about a dozen exposures. It may have been effective the first few times. But it can start to wear on you after a while. Don’t waste precious resources on overkill.

Source: Larry Mersereau (July 3, 2007). How Often?. “Bringing In More Business…”(electronic newsletter); Larry Mersereau (July 10, 2007). How Often? Part 2. “Bringing In More Business…”(electronic newsletter)