Mike Meyer - your thoughts in post #106 are exactly what I was hoping would come from this discussion. There are members out there with the expertise and interest to help us solve our problems. Comments about the "backroom boys" continue to surface in this discussion. It is normal for people to feel that way whenever a representative form of governance is used. This is especially true when times are not so good, as they are for our Club right now.
This type of open discussion is the best solution for those in a temporary leadership position to demonstrate their leadership, for those in the general membership to communicate their approval or disapproval and for the membership to assist the leaders by bringing out good ideas, as has been done here. This discussion is also the best method for getting out the call for members who can help, whether it is by providing special expertise or whether it is for them to become identified as the next best candidates for temporary leadership positions. I hope that those reading this who have that expertise will come forward to help, of those who know of them will encourage them to do so. We really need that help now.
I also chafe regularly against the restrictions imposed upon us by Caterpillar, Inc. It is very frustrating to see the things that I feel would be good for the Club but which we are unable to accomplish because of those restrictions. This is the unfortunate reality for us, though, as long as we have the word Caterpillar in our name. We do have the ear of Caterpillar, Inc., though. This connection and our influence has continued to grow in recent years. The time and effort expended in this area is large, and is part of the reason you don't see as much participation by some of the other Board Members here. Maintenance of that relationship, extending our influence with Caterpillar, Inc. and convincing them of the value of our organization to them take a lot of time. Movement in that relationship and realization of those benefits requires a lot of effort over time, but that work has paid dividends already and I don't doubt will continue to do so for us.
We on the Board and in management are mindful that there are many overlaps between what is good for ACMOC and what is good for Caterpillar, Inc., but there are some significant differences, too. We do what we can to keep the relationship harmonious and positive, but we don't just cow-tow to their demands, either. It is a delicate balance.
Catsteve - A later comment by ianoz about the collector market versus the toy market is correct. While we sometimes refer to the models as toys, they are clearly not priced such that someone would buy them for their kids. We have looked, and continue to look, at the toy market and consider alternatives which might allow us to produce true toys, priced somewhere around thirty or forty dollars, which could be inexpensive enough, and safe enough with no small parts, so they could be sold for kids. Caterpillar, Inc. has a robust business licensing products in this market and we have had discussions with those licensed to produce those products about working together.
The main difficulty with the toy market is that the per unit pricing is low. Development of a new product in that marketplace is similar in cost to our models. A toy tractor, say a D4 dozer, would cost about $75,000 to $150,000 to tool up. Most of the licensees in that arena have unlimited production quantities, so if you amortize that tooling cost over enough copies, you can dilute it pretty well and probably hit the retail price point needed of around $30.00. That is a pretty high volume, though, and not a volume we could probably realistically reach. The up front cash investment is still high, too. We have looked at a technical services deal, where we just assist the toy maker for a fee per unit. This economic model is much more beneficial for the Club and we may still be able to work a deal like that.
Sales are not restricted to members, although with our financial retooling, we had pulled in our marketing spending to only advertising in Toy Farmer, Toy Trucker and our own magazine. We also stopped attendance at any die cast model trade shows. We used to attend five or six of those shows per year, but we found that we were spending more attending those shows than we were collecting in net revenue from attendance. Now that we have done what we can on the internal spending side, we are opening back up on the advertising spending. We continue the Toy Trucker and Toy Farmer cycle we have always had, but also have an ad in Two-Cylinder magazine's September/October issue. We will have full page ads in Two-Cylinder, Farm Collector and Antique Power for the November/December holiday sales issues.
From a volume standpoint, most of our sales are to members, but some of the larger volume sales are to dealers who probably become members only to get the discounts which go along with membership and for the information published in the magazine. My assessment is that if you adjust for the volume to dealers who are members for discount purposes, I suspect that only slightly more of our models are currently sold to members than to non-members. If we get the marketing going again, I suspect that will return to the historical mix, where more than half were sold to non-members.
Your comment about the pricing is correct. Even in the collectibles market, I feel we have priced ourselves out of the market. We made an adjustment to this with the grader and terrace models, holding production costs down and keeping the retail price per unit below $100.00. When we do a next model, it has to be priced reasonably compared to the competition or it won't be worth doing.
Mike Walsh - The models are quite profitable on a gross profit basis. As you said in your earlier post, there are many issues in the Tax Code which allow for or require professional judgment. Allocation of general and administrative costs between program and unrelated business income is one of those areas. In preparing the tax returns, where I had flexibility, I was more as aggressive as I felt it prudent in allocating those overhead costs against the unrelated business income rather than the program expenses. I believe I have been prudent and our judgments in this area are defensible. The result of these allocations is to minimize unrelated business taxable income, and thereby tax liability. I was disappointed that, given the overall tax loss we suffered last year, I was unable to completely wipe out the unrelated business income tax liability, but I felt it more important to ensure that my preparation of the calculations was defensible than to get too aggressive with those allocations.
Your suggestion about offering former Chapter 2 members a free membership is a good one. I would even suggest that it might be nice to include a magazine, since there is advertising and other information which might be useful to them. We get a bulk rate for all magazines going to the U. K., so it wouldn't cost us much postage. We would lose some back issues which could be inventoried and sold, but that is a pretty minor value, too.
I see two problems with trying to combine production of our magazine with that of the Link Club. First, as I commented to Mike Meyer above and elsewhere, our hands are partially tied because of our licensing relationship with Caterpillar. This relationship was the genesis of the whole problem that resulted in the loss of the original Chapter 2 in the first place. The Link Club has a very nice situation right now in that they don't have any connection to Caterpillar, allowing them more freedom in their publication and operations. We would mess that up if we connected with them in publishing a joint magazine. I'm glad that they have the freedom they do and wouldn't want to impair that. The other problem I see is that the Link Club magazine needs to be reflective of their operation and organization. It would be hard to preserve that unique perspective and produce a joint magazine, too.
There are also some difficulties with gradually shifting to electronic publication of the magazine. That is definitely the direction we need to go, and creating parallel offerings is something we are working on. The difficulty is the cost of printing. There are two major categories of drivers to the cost of printing an issue. The first category are costs incurred to prepare for, clean up from and administer the run. These are pretty much the same whether you run one or ten thousand copies. The second category are per copy driven, such as paper, ink and supplies, press time, production labor and the like.
Our production runs of just over three thousand magazines are so short that most of our cost is the first category. Direct printing costs per issue are around $9,000, or about $3.00 per copy. If we cut our runs to 1,500 instead of 3,000, the direct printing would probably only drop to around $7,000, or about $4.67 per issue. On the other hand, if we printed 10,000 copies, the direct printing would probably only increase to around $12,000, or about $1.20 per copy. This problem will have to be dealt with, because eventually, most people will want an electronic copy. We will have to do as some other publications have and most will, ride the condensing costs down as paper production declines until we finally just make the jump to electronic. This won't be easy, but is a reality of operations. You can see, though, that reducing paper copies of the magazine has a counter effect on costs in the short run. Total costs are better for each copy we can avoid printing, just no where near as much better as you might hope until you get over the hump and just quit paper altogether.