Friday, January 24, 2014

Amazon Innovates With It's Business Model, Not Drones

January 21 -- Amazon CEO Jeff Bezos created quite the stir when he announced plans for drone package delivery on 60 Minutes. However, as exciting as commercial applications for drone technology might be, the true innovation lies in Amazon once again reinventing its business model and finding new ways to create value, conduct business and get paid for it.

The essence of business model innovation (BMI) is not a new concept. Indeed, creating disruptive new business models is at the heart of many entrepreneurial start-ups. However, in most large companies and corporations, business models take a back seat to brands. BMI should command more attention as business models, above products, services or brands, are the basis of competitive advantage in the 21st Century.

The implications to this are significant. Over time, the companies that fail to reinvent their business models to challenge outmoded assumptions about their businesses, renew their customer value propositions and change the competitive dynamics of their industries in their favor can quickly become vulnerable to commoditization, obsolescence or business failure.

The trends towards business model-driven strategy are encouraging. According to the Economist, over 50 percent of executives believe that business model innovation will be even more important than product or service innovation. Yet, the American Management Association determined that no more than 10 percent of innovation investment at global companies is focused on developing new business models.

Finding the business model sweet spot can help companies generate both incremental growth from optimizing existing businesses and transformational growth from generating entirely new sources of revenue and value creation. Rather than simply figuring out more efficient ways to operate in existing markets, the components of business models can, individually or collectively, be reinvented to create entirely new markets, new opportunities and structural competitive advantages.

Conceptualizing business model innovation in a framework of four specific actions (W. Chan Kim and Renée Mauborgne, Blue Ocean Strategy) can allow companies to systemically scrutinize how it creates value, challenge prevailing industry logic, legacy assumptions and the existing model.

Let’s explore Amazon through this Eliminate-Raise-Create-Reduce framework and their pathway to becoming the most dominant retailer on the web.

Eliminate: Which elements are taken for granted in your business and can be eliminated?

Amazon found a new channel to the customer through technology by eliminating the traditional retail distribution channel and developing direct relationships with suppliers. Further, such features as “1-click check out” accelerated transaction times by eliminating the need for the manual input of billing and shipping information for every purchase.

Raise: Which elements can be raised above the industry’s standard?

Amazon wasn’t the first online store, but the company recognized the potential to transform the way we shop by building the next generation platform and infrastructure that gives customers unprecedented choice, scope and value. By building the online shopping platform, Amazon radically reinvented the traditional retail business model and the fundamental dynamics of how consumers shop.

Create: Which elements can be created that the industry has never offered?

The Amazon Web Service (AWS) offering, built from the company’s core technology infrastructure, makes web-scale cloud computing cheaper and more accessible. Leveraging Amazon’s vast experience, AWS is an entirely new business model that created a first-mover advantage, and the high growth that goes with it, for the company.

Reduce: Which elements can be reduced below the industry standard?

Perhaps the most controversial element to Amazon’s business model is the element that it has elected to “reduce” – its’ profitability. By design, the company has reduced its short-term profitability with the hopes of capturing the massive market share and scale that will allow them to drive down costs and increase profitability in the future. This innovative approach has the potential to create high switching emotional switching costs for customers and extremely high barriers for competitors in the future.

Amazon’s business model innovation certainly allows it to deliver a diverse portfolio of customer value propositions that serves as its main competitive advantage. Culturally, a continuous focus on business model innovation keeps the company connected to its entrepreneurial roots — an advantage that should be coveted by even the largest of companies.

At the end of the day, “It’s all about customers.” As Amazon demonstrates, even when customers have many choices, with business model innovation, it is possible for revenue and growth opportunities to flow from the basic way a business is put together — even without the use of drones.

Keary Crawford        www.wired.com/insights  

Thursday, January 23, 2014

Amazon Wants to Ship Your Package Before You Buy It

January 17 -- Amazon.com knows you so well it wants to ship your next package before you order it.

The Seattle retailer in December gained a patent for what it calls “anticipatory shipping,” a method to start delivering packages even before customers click “buy.”

The technique could cut delivery time and discourage consumers from visiting physical stores. In the patent document, Amazon says delays between ordering and receiving purchases “may dissuade customers from buying items from online merchants.”

So Amazon says it may box and ship products it expects customers in a specific area will want – based on previous orders and other factors — but haven’t yet ordered. According to the patent, the packages could wait at the shippers’ hubs or on trucks until an order arrives.

In deciding what to ship, Amazon said it may consider previous orders, product searches, wish lists, shopping-cart contents, returns and even how long an Internet user’s cursor hovers over an item.

Today, Amazon receives an order, then labels packages with addresses at its warehouses and loads them onto waiting UPS, USPS or other trucks, which may take them directly to customers’ homes or load them onto other trucks for final delivery.

It has been working to cut delivery times, expanding its warehouse network to begin overnight and same-day deliveries. Last year, Amazon said it is working on unmanned flying vehicles that could take small packages to homes directly from its warehouses.

In the patent, Amazon does not estimate how much the technique will reduce delivery times.

The patent exemplifies a growing trend among technology and consumer firms to anticipate consumers’ needs, even before consumers do. Today, there are refrigerators that can tell when it’s time to buy more milk, smart televisions that predict which shows to record and Google’s Now software, which aims to predict users’ daily scheduling needs.

It’s not clear if Amazon has deployed or will deploy the technique. A spokeswoman declined to comment.

But the patent demonstrates one way Amazon hopes to leverage its vast trove of customer data to edge out rivals.

“It appears Amazon is taking advantage of their copious data,” said Sucharita Mulpuru, a Forrester Research analyst. “Based on all the things they know about their customers they could predict demand based on a variety of factors.”

According to the patent, Amazon may fill out partial street addresses or zip codes to get items closer to where customers need them, and later complete the label in transit, the company said. For large apartment buildings, “a package without addressee information may be speculatively shipped to a physical address … having a number of tenants,” Amazon said in the patent.

Amazon said the predictive shipping method might work particularly well for a popular book or other items that customers want on the day they are released. As well, Amazon might suggest items already in transit to customers using its website to ensure they are delivered, according to the patent.

Of course, Amazon’s algorithms might sometimes err, prompting costly returns. To minimize those costs, Amazon said it might consider giving customers discounts, or convert the unwanted delivery into a gift. “Delivering the package to the given customer as a promotional gift may be used to build goodwill,” the patent said.

Greg Bensinger       www.blogs.wsj.com     

Briggs and Stratton Corporation Reports Results For The 2nd Quarter And First Six Months Of Fiscal 2014

MILWAUKEE -- Jan. 23 -- Briggs and Stratton Corporation today announced financial results for its second fiscal quarter ended December 29, 2013.

Highlights:
  • Second quarter fiscal 2014 consolidated net sales were $416.6 million, a decrease of $22.5 million or 5.1% from the prior year.
  • Increased sales of lawn and garden equipment were offset by lower sales of standby and portable generators compared to last year when Hurricane Sandy occurred.
  • The reduced storm activity reduced net sales and diluted earnings per share by an estimated $55 million and $0.12 in the fiscal quarter compared with last year.
  • Second quarter 2014 consolidated net income excluding restructuring charges was $2.3 million, or $1.4 million lower than the adjusted net income of $3.7 million in the second quarter of fiscal 2013.
  • The Company recorded pre-tax restructuring charges of $2.3 million ($1.6 million after tax or $0.04 per diluted share) during the three months ended December 29, 2013.

"During the quarter we continued to see year over year sales of lawn and garden equipment and related parts sales improving both in North America and in Australia," commented Todd J. Teske, Chairman, President and Chief Executive Officer of Briggs and Stratton Corporation.

 "While these positive trends were not enough to offset the sales we saw last year related to storms Isaac and Sandy, we remain optimistic for an improved lawn and garden market this spring," continued Teske. "Adjusted margins expanded in the quarter in both the engines and products businesses as we continue to focus on reducing costs, streamlining our operations and delivering margin expanding innovations to consumers.

This spring we are excited to launch several new engine and product solutions including Quiet Power Technology™ that reduces the sound of a walk mower as much as 80%, Ready Start® push button starting for riding mowers, and the new Powerflow + Technology™ pressure washer that has both variable flow and pressure capabilities, to name just a few."

Consolidated Results:

Consolidated net sales for the second quarter of fiscal 2014 were $416.6 million, a decrease of $22.5 million or 5.1% from the second quarter of fiscal 2013, due to lower sales of standby and portable generators, partially offset by higher sales of engines and lawn and garden products.

The quarterly impact of fewer weather related events creating demand for generators and the related engines was an estimated sales decrease of $55 million. The fiscal 2014 second quarter consolidated net income, which includes restructuring charges, was $0.7 million or $0.01 per diluted share.

The second quarter of fiscal 2013 consolidated net loss, which includes restructuring charges, was $0.6 million or $0.02 per diluted share. The impact of the reduced engines and generator sales in the quarter was an estimated $0.12 per diluted share compared with last year's second fiscal quarter.

Included in the consolidated net income for the second quarter of fiscal 2014 were pre-tax charges of $2.3 million related to restructuring actions. Included in consolidated net loss for the second quarter of fiscal 2013 were pre-tax charges of $6.6 million related to restructuring actions. After removing the impact of these items, the adjusted consolidated net income for the second quarter of fiscal 2014 was $2.3 million or $0.05 per diluted share, which was $1.4 million lower compared to the second quarter fiscal 2013 adjusted consolidated net income of $3.7 million or $0.07 per diluted share.

For the first six months of fiscal 2014, consolidated net sales were $733.9 million, a decrease of $14.2 million or 1.9% when compared to the same period a year ago. The consolidated net loss for the first six months of fiscal 2014 was $18.6 million or $0.41 per diluted share. The consolidated net loss for the first six months of fiscal 2013 was $17.2 million or $0.37 per diluted share.

Included in the consolidated net loss for the first six months of fiscal 2014 were pre-tax charges of $5.9 million ($4.4 million after tax or $0.10 per diluted share) related to the restructuring actions. Included in the consolidated net loss for the first six months of fiscal 2013 were pre-tax charges of $11.8 million ($7.6 million after tax or $0.16 per diluted share) related to the restructuring actions. After considering the impact of the restructuring charges, the adjusted consolidated net loss for the first six months of fiscal 2014 was $14.2 million or $0.31 per diluted share, which was an increase of $4.7 million or $0.10 per diluted share compared to the first six months of fiscal 2013 consolidated net loss of $9.5 million or $0.21 per diluted share.

Engines Segment

Engines Segment fiscal 2014 second quarter net sales were $265.7 million, which was $8.5 million or 3.1% lower than the second quarter of fiscal 2013. This decrease in net sales was due to lower sales of engines used in generators due to the lack of storm activity during the quarter. Fiscal 2013 second quarter net sales benefited from the impact of Hurricane Sandy. The decrease was partially offset by higher North American sales of engines used on lawn and garden equipment and related service parts due to OEM's building lawn and garden inventory for the upcoming lawn and garden season. 

The Engines Segment adjusted gross profit percentage for the second quarter of 2014 was 21.0%, which was slightly higher compared to the second quarter of fiscal 2013. The increase was related to a favorable impact of 0.6% from sales mix of higher margin service parts and margin contributed from the Branco acquisition which closed late in the second quarter of fiscal 2013. Partially offsetting the increase was a 0.5% unfavorable impact from foreign exchange primarily related to the Australian Dollar. Manufacturing throughput decreased in the second quarter of 2014 by 9%; however, production mix was favorable as proportionately more large engines were built.

The Engines Segment engineering, selling, general and administrative expenses were $45.6 million in the second quarter of fiscal 2014, an increase of $1.7 million from the second quarter of fiscal 2013. The increase was primarily due to increased compensation costs and the added expenses related to Branco, partially offset by lower retirement plan expenses of $0.8 million.  

Engines Segment net sales for the first six months of fiscal 2014 were $449.5 million, which was $10.8 million or 2.5% higher than the same period a year ago. The increase was primarily driven by higher North American sales of engines used on lawn and garden equipment and related service parts due to strong demand stemming from late season growing conditions as well as the anticipated increased retail demand for the upcoming lawn and garden season. The increase was partially offset by lower sales of engines used in generators due to the lack of storm activity during the first six months of fiscal 2014. Hurricanes Isaac and Sandy occurred during the first six months of fiscal 2013.

The Engines Segment adjusted gross profit percentage for the first six months of 2014 was 18.4%, which was 0.5% lower compared to the first six months of fiscal 2013. The decrease was due to the unfavorable impact of 1.1% due to a 12% reduction in manufacturing throughput and 0.4% attributable to unfavorable foreign exchange. The decrease was partially offset by 1.0% from favorable sales mix of higher margin service parts and the margin contributed by Branco.

The Engines Segment engineering, selling, general and administrative expenses were $88.9 million in the first six months of fiscal 2014, an increase of $2.8 million. The increase is primarily due to increased compensation costs and the added expenses related to Branco partially offset by lower retirement plan expenses of $2.4 million. 

Products Segment

Products Segment fiscal 2014 second quarter net sales were $171.5 million, a decrease of $26.0 million or 13.2% from the second quarter of fiscal 2013. The decrease in net sales was driven by lower net sales of standby and portable generators due to no landed hurricanes in the second quarter of fiscal 2014 and unfavorable foreign exchange predominantly related to the Australian Dollar and the Brazilian Real. Hurricane Sandy occurred in the second quarter of fiscal 2013 and no significant storms occurred in fiscal 2014. This decrease was partially offset by favorable late season growing conditions during the second quarter of fiscal 2014 that led to higher net sales of lawn and garden equipment through our North American dealer channel as well as higher sales of pressure washers and service parts. Net sales also benefited from the Branco acquisition.

The Products Segment adjusted gross profit percentage for the second quarter of 2014 was 13.0%, which was 2.4% higher than the adjusted gross profit percentage for the second quarter of fiscal 2013. The increase was primarily related to a favorable mix of products sold in the second quarter of fiscal 2014 with the additional margin from Branco and an increase in net sales of lawn and garden equipment through the North America dealer channel.  The adjusted gross profit percentage also benefited by 0.7% due to improved manufacturing efficiencies and incremental footprint restructuring savings of $0.3 million. Partially offsetting the increase was a 1.0% unfavorable impact from foreign exchange. 

The Products Segment fiscal 2014 second quarter engineering, selling, general and administrative expenses were $26.2 million, an increase of $0.8 million from the second quarter of fiscal 2013. The increase was mainly attributable to the additional expenses from Branco and higher compensation costs partially offset by lower marketing spend and favorable foreign exchange.

Products Segment net sales for the first six months of fiscal 2014 were $324.6 million, a decrease of $46.2 million or 12.5% from the same period a year ago. The decrease in net sales was driven by lower sales of standby and portable generators due to no landed hurricanes during the first six months of fiscal 2014 and unfavorable foreign exchange predominantly due to the Australian Dollar and the Brazilian Real.  Hurricanes Isaac and Sandy occurred during the first six months of fiscal 2013. This decrease was partially offset by favorable late season growing conditions during the first six months of fiscal 2014 that led to higher sales of lawn and garden equipment through our North American dealer channel as well as higher sales of pressure washers and service parts. Net sales also benefited from the Branco acquisition.

The Products Segment adjusted gross profit percentage for the first six months of 2014 was 12.9%, which was 1.1% higher compared to the first six months of fiscal 2013. The increase was primarily related to a 0.8% benefit from improved manufacturing efficiencies and incremental footprint restructuring savings of $0.8 million. The adjusted gross profit percentage also benefited from a favorable mix of products sold in the first six months of fiscal 2014 with the additional margin from Branco and an increase in net sales through the North America dealer channel. Partially offsetting the increase was a 0.4% unfavorable impact from foreign exchange. 

The Products Segment engineering, selling, general and administrative expenses were $51.7 million in the first six months of fiscal 2014, an increase of $2.9 million from the first six months of fiscal 2013. The increase was mainly attributable to the additional expenses from Branco and higher compensation costs, partially offset by lower marketing spend and favorable foreign exchange.

Corporate Items:

Interest expense for the second quarter and first six months of fiscal 2014 was comparable to the same periods a year ago.

The effective tax rate for the second quarter and first six months of fiscal 2014 were 69.8% and 25.5%, respectively, compared to 156.5% and 27.8% for the same respective periods of fiscal 2013. The tax rate for the second quarter and first six months of fiscal 2014 was primarily driven by net operating losses of certain foreign subsidiaries without a realizable tax benefit. The second quarter and first six months of fiscal 2013 included a tax expense of $1.0 million primarily driven by nondeductible acquisition costs and net operating losses of certain foreign subsidiaries without a realizable tax benefit.

Financial Position:

Net debt at December 29, 2013 was $126.8 million (total debt of $225.0 million less $98.2 million of cash), or $101.8 million lower from the $228.7 million (total debt of $246.9 million less $18.2 million of cash) at December 30, 2012. Cash flows used in operating activities for the first six months of fiscal 2014 were $45.2 million compared to $75.4 million in fiscal 2013. The improvement in operating cash flows was primarily related to changes in working capital needs in fiscal 2014 associated with lower seasonal growth in accounts receivable and inventory due to lower production levels and planned inventory reductions. In addition, no contributions to the pension plan were made in fiscal 2014 compared to $16.2 million in the first half of fiscal 2013.

Restructuring:

The previously announced restructuring actions remain on schedule. Production of horizontal shaft engines was concluded at the Auburn, Alabama plant during the second quarter of 2014. As noted previously, pre-tax restructuring costs for the second quarter and first six months of fiscal 2014 were $2.3 million and $5.9 million, respectively. Pre-tax restructuring cost estimates for fiscal 2014 remain unchanged at $6 million to $8 million. Incremental restructuring savings for fiscal 2014 are expected to be $2 million to $4 million.  

Share Repurchase Program:

On August 8, 2012, the Board of Directors of the Company authorized up to $50 million in funds associated with the common share repurchase program with an expiration date of June 30, 2014. On January 22, 2014, the Board of Directors of the Company authorized up to an additional $50 million in funds for use in the Company's common share repurchase program with an extension of the expiration date to June 30, 2016. The common share repurchase program authorizes the purchase of shares of the Company's common stock on the open market or in private transactions from time to time, depending on market conditions and certain governing loan covenants. During the first six months of fiscal 2014, the Company repurchased 1,066,447 shares on the open market at an average price of $19.77 per share.

Outlook:

For fiscal 2014, the Company has revised its full year guidance to exclude the potential positive benefit of landed hurricanes from the upper end of the revenue and earnings guidance. In addition, the lower end of the guidance has been reduced to give effect to approximately $3.0 million of negative foreign currency fluctuations and the lack of European snow sales that are not likely to be recovered in the second half of the fiscal year.

The Company now expects net income to be in a range of $48 million to $57 million or $1.00 to $1.18 per diluted share prior to the impact of any additional share repurchases and costs related to our announced restructuring actions. Our fiscal 2014 consolidated net sales are projected to be in a range of $1.88 billion to $2.0 billion.

We continue to estimate that the retail market for lawn and garden products will increase 4-6% in the U.S. next season. The estimated incremental impact of exiting the sale of lawn and garden equipment through national mass retailers is approximately $10 million to $15 million of reduced sales in fiscal 2014. In addition, sales in fiscal 2013 were favorably impacted by sales of portable and standby generators in response to power outages during Hurricanes Isaac and Sandy.

The upper end of our earnings projections contemplates a higher market recovery in excess of 10% for the U.S. lawn and garden market. Operating income margins are expected to improve over fiscal 2013 and be in a range of 4.5% to 4.8% and reflect the positive impacts of the restructuring actions. Interest expense and other income are estimated to be approximately $18 million and $5 million, respectively. The effective tax rate is projected to be in a range of 30% to 33% and capital expenditures are projected to be approximately $50 million to $55 million.    

Thursday, January 16, 2014

CPSC, Honda Recall Honda and Columbia Brand Walk Mowers

January 15 -- Honda has recalled about 20,800 Honda brand and 48 Columbia brand 21-inch walk lawnmowers in the U.S., along with 3,000 in Canada.

The Honda mowers are red and silver (HRR) and red and gray (HRX). Both have “Honda” on the engine cover. The model and serial numbers are located on the certification label that is affixed to the cutter housing deck behind the engine.  Honda recalled lawnmowers are:

Honda Models ….. Serial Number Range

HRR2169VLA ….. MZCG-8764914 - MZCG-8824353

HRX2174VLA ….. MAGA-2255148 - MAGA-2260227

The Columbia brand lawnmower, model number 12ALD33Q897, comes in orange and black. “Honda” is printed on the engine cover. The Honda engine serial number is located on a label on the back of the engine. It is also stamped into the engine block adjacent to the oil filler cap/dipstick. A range of affected Honda engines installed in Columbia brand lawnmowers sold in the U.S. follows:

Columbia Model ….. Honda Engine Serial Number Range

1A313KC0835 ….. GJARA 3641724 through GJARA 3642215

Incidents/injuries. Honda has received 11 reports of the lawnmower’s blade continuing to rotate after the handlebar control lever was released. No injuries were reported.

Remedy. Consumers should immediately stop using the recalled lawnmowers. Honda model owners should contact a Honda Power Equipment dealer to schedule a free repair. Columbia model owners should contact a Honda Engine dealer to schedule a free repair. American Honda is contacting all registered customers directly. 

Places Sold. Honda brand lawnmowers were sold at Honda Power Equipment dealers and Home Depot stores nationwide from January 2013 through December 2013 for between $580 and $780. Columbia brand lawnmowers were sold at Beaver Valley Supply in Denver, CO; Lawn Equipment Parts Co, Inc. in Marietta, PA, and at Smiths South-Central Sales Co. in Spring Hill, LA, from January  2013 through December 2013 for $500.

Tuesday, January 7, 2014

OPEI Branches Out to Corded Electric and Battery Product Segments

January 6 -- The Outdoor Power Equipment Institute (OPEI), an international trade association representing 100 small engine, utility vehicle and outdoor power equipment manufacturers and suppliers, announced it is ramping up its regulatory, standards and market reporting and statistics efforts to meet the needs of the corded electric and battery product segments.

In recent months, OPEI has welcomed several new battery/electric companies to its membership, including iRobot, Positec, Stanley Black and Decker and Sunrise Global Marketing, and John Cunningham, president of the Consumer Products Group at Stanley Black and Decker, Inc. recently joined the 2013-2014 OPEI Board of Directors.

To help the industry have a voice in regulatory and standards development, OPEI also formed an Electric Products Committee, currently led by representatives from Stanley Black and Decker and Techtronic Industries, N.A.

The OPEI Electric Products Committee is tasked with coordinating with the International Electrotechnical Commission (IEC) on standards for battery/electric products for international markets, as well as regional adoptions for the North American market. The committee members are given an opportunity to participate, review and give input in the development of product standards.

The first order of business has been the development of the first ever OPEI/ANSI standard for an electric robotic mower. Fourteen member company representatives are currently reviewing IEC standards for electric robotic mowers and identifying modifications for the North American market. Projects are underway to develop standards for battery/electric chain saws, lawn hedge trimmers and lawn trimmers.

As sales and demand for battery/electric driven outdoor power equipment increases, OPEI is expanding its market statistics collection to capture and track the growth of this product segment.

Echo Incorporated Announces Tim Dorsey as New President

Chicago, IL – January 6 -- Effective January 1, 2014 Tim Dorsey becomes the second American President of outdoor power equipment manufacturer ECHO Incorporated, a subsidiary of Yamabiko Corporation of Japan. He replaces retiring President Dan Obringer.

Dorsey has worked for ECHO for 18 years in a variety of positions including the last seven years as Vice President of Systems and Logistics.  As a member of the Executive Team, Dorsey played a key role in the company’s growth and profitability over the years.

“The transition in leadership to Tim will be seamless,” says Obringer. “We have a great Executive Team and Tim has been a key member for the last seven years.  Our business has grown tremendously and I expect this momentum to continue and ECHO to grow and prosper under Tim’s leadership.”

Obringer, who has served as President for the past five years, will remain in an advisory capacity for the next year.

Dorsey and his family live in Cary, IL.  He is a graduate of DePaul University.

ECHO Incorporated is a leading manufacturer of professional-grade, high performance outdoor power equipment for professional and residential use. The corporation markets its products through independent dealers under the brand names ECHO, Shindaiwa, ECHO Bear Cat, and Crary. It also markets the ECHO brand through The Home Depot. The company is based in the Chicago suburbs.

Briggs and Stratton Adds Industry Veterans to its Commercial Power Team

MILWAUKEE, Jan. 07 -- Briggs and Stratton Corporation is adding two commercial engine industry veterans to its Commercial Power sales team.  The Company is pleased to announce the addition of Randy Lockyear as its Senior Director of Commercial Sales. Lockyear will oversee sales in North America of the corporation's commercial engines, notably its Vanguard™ brand of engines.  In addition, Rick Wendt has joined the Company as Director of Commercial Sales, focusing on the light construction and utility commercial business.

Randy Lockyear comes to Briggs and Stratton from Kawasaki Motors Corp., where he spent more than 20 years in a variety of leadership positions, most recently as National Sales Manager North American/Australian Engine Sales.  Rick Wendt comes to the Company from American Honda Motor Company, Inc., where he spent more than 30 years in multiple leadership roles within that organization, most recently as National OEM Sales Manager for Honda engines.

"Randy and Rick are both respected leaders in the commercial and industrial engine community  and we're excited to have them lead our commercial sales team," said Joe Wright, Senior Vice President and President, Briggs and Stratton engines group.  "We have made significant investments in commercial engine innovation and product offerings over the past few years.  The addition of Randy and Rick, with their deep industry knowledge, significantly enhances the strength of our commercial sales team and reinforces our commitment to growing our commercial engine business and profitability."

About Briggs and Stratton Corporation
Briggs and Stratton Corporation, headquartered in Milwaukee, Wisconsin, is the world's largest producer of gasoline engines for outdoor power equipment.  Its wholly owned subsidiaries include North America's number one marketer of portable generators and pressure washers, and it is a leading designer, manufacturer and marketer of lawn and garden and turf care through its Simplicity®, Snapper®, Ferris®, Murray®, Branco® and Victa® brands. Briggs and Stratton products are designed, manufactured, marketed and serviced in over 100 countries on six continents. 

About Briggs and Stratton Commercial Power

Briggs and Stratton® Commercial Power is a leading provider of commercial engine solutions. The Vanguard engine family is the Company's premier line of gasoline, and liquid propane powered single cylinder and V-Twin engines from 5.5 to 36 gross horsepower that power commercial lawnmowers, light construction equipment, utility vehicles, generators, pumps and a variety of other commercial and industrial applications.

Another Perspective: Faltering Carriers and Web Shopping Expectations

December 26, 2013 -- After years of preaching the convenience and reliability of online shopping — shop in your pajamas, with fast, free delivery — retailers may have been too successful at spreading the message this year, contributing to the volume of holiday orders that overwhelmed delivery services like U.P.S. and FedEx.

As the companies scrambled to deliver gifts the day after Christmas, they also struggled to explain how it all happened. Some analysts wondered aloud whether it was not just logistics, but industry and customer expectations that needed to be re-examined, while one suggested the companies might have to reconsider their pricing system.

“We have this perception that anything can be delivered at any time, and that it will be super cheap and really fast — but this is not Santa Claus,” said Sucharita Mulpuru, an analyst at Forrester, the research firm. “It is an operation in which there are constraints, and there are costs associated with getting more packages than were expected to be somewhere on time.”

The volume even surprised the United States Postal Service. Officials said on Thursday that they had expected a 12 percent increase in packages during the holiday season, but package shipments jumped 19 percent, and it added Sunday deliveries to accommodate them. A spokeswoman for FedEx said this season was the busiest the company had ever seen.

But it was United Parcel Service, the world’s largest package delivery company, that was perhaps the most unprepared for the crush. The company hired 55,000 seasonal workers this year, but that number was roughly the same as last year and the year before that — not enough to keep up with rising demand.

“It hasn’t fluctuated that much over the past couple of years,” Natalie Black, a spokeswoman for the company, said of its holiday staffing. “Whether that was part of the problem, I can’t say. Right now, we don’t know what the linchpin was for the network breakdown.

“You can only fit so much in planes,” she added.

It was unclear how many customers were affected, but complaints poured in from across the country and retailers large and small were caught up in the maelstrom.

While bad weather and a short holiday shopping season were cited as possible causes by U.P.S. officials, they also said the volume generated by growth in online shopping was a likely factor. Online sales have been growing for years, and this season, the rise during the weekend before Christmas was extremely steep, up 37 percent, according to IBM Digital Analytics Benchmark. FedEx said that it had predicted it would deliver 22 million packages on its busiest day this year — double the volume in 2007. The actual number is not yet known. One way to address future demand, Ms. Mulpuru, the analyst, suggested, would be to approach the surge the same way that the airlines do: by charging more for the service.

“An airline doesn’t just buy additional aircraft so they can accommodate everyone who wants to fly the day before Thanksgiving for $300,” she said. “They just raise the price of your ticket and force people to go earlier.”

Shipping is often subsidized for shoppers, Ms. Mulpuru said, and it is retailers that have contracts with companies like U.P.S. If rates stay relatively static for retailers they have no incentive not to encourage people to buy as much as possible until the last possible moment, she added.

This year, for example, if customers ordered from Nordstrom by 3 p.m. Eastern on Dec. 23, they were eligible for arrival on Dec. 24. Amazon’s one-day shipping deadline was also Dec. 23, and it even offered same-day delivery on Dec. 24 in some locations.

Shipping has been a crucial battleground for online retailing since the earliest days of e-commerce, but it has become more important over time.

Krista Clark, an analyst with the research firm eMarketer, said services like Amazon Prime, the online retailer’s program that offers unlimited two-day shipping for $79 a year, had conditioned consumers to expect faster delivery of everything.

At the same time, customers aren’t willing to pay for it. “The thing people care about more than fast shipping is free shipping,” Ms. Clark said.

She cited a study by comScore that found that half of shoppers said free shipping was the most valuable benefit an online retailer could offer.

Some retailers have invested more in central warehouses and distribution systems to better handle online orders. Others, such as Gap, Best Buy and Walmart, have relied on their physical stores to fulfill online orders.

That allows retailers to get the goods in the hands of customers more quickly. “People have gotten crazy trying to compete with Amazon with faster delivery,” Ms. Clark said.

In the process, retailers often bypass the traditional shippers like U.P.S. or FedEx in favor of more localized delivery options — or one day, Amazon has suggested, maybe even drones.

EBay has been promoting a fast delivery service called eBay Now, which works with retailers like Macy’s, Target and Toys ‘R’ Us, to deliver orders in one hour from a store to a customer using a network of human couriers.

Although eBay typically charges a $5 fee for the service, during the holidays, it offered it free, including deliveries on Christmas Eve. (An eBay spokeswoman declined to say how many people actually used the service.)

Although eBay Now is available in only a few metropolitan areas, including New York, San Francisco, Chicago and Dallas, the company plans to expand the service more widely. Amazon and Google are also rolling out local delivery services that could divert some of the shipping volume, and revenue, away from U.P.S. and FedEx.

Though explanations were in short supply on Thursday, U.P.S. took to social media to offer abundant apologies, responding individually with direct messages to its unhappy customers on Twitter. As it apologized, it had plenty of company from retailers that were offering their own regrets, while placing most of the blame on the package carriers.

“While we are dependent on our shipping partners to hold up their end of the bargain on getting your orders to you, we also realize that we are accountable for meeting your expectations and take responsibility for what happened here,” Jamie Nordstrom, president of Nordstrom Direct, said in an email to customers. “We feel awful whenever we let a customer down, especially at this time of year.”

A spokeswoman for Kohl’s said the company was “deeply sorry.” Amazon issued gift cards to affected customers. In San Diego, even a distributor of Glock guns and parts took to Twitter to “apologize if any of your orders didn’t arrive in time for Christmas due to the holiday overload.”

On Thursday, those tardy packages began to trickle in.

Todd Sawicki, an entrepreneur in Seattle, ordered several items from Amazon on Dec. 23 and paid extra to get guaranteed delivery on Christmas Eve. On the 24th, a package arrived via U.P.S. from Amazon, and he figured it was the gifts — Legos for his son, and a bracelet and headphones for his wife.

Far from it. Inside was a toilet repair valve he had ordered earlier.

“It was the Amazon equivalent of a lump of coal,” he said.

On Christmas morning, without anything else to give his wife, he presented her with the wrapped valve.

At 11 a.m. on Thursday, he said, the valve was finally swapped out for the intended Christmas gifts.

Elizabeth A. Harris And Vindu Goel          www.nytimes.com