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Twinkies: A Failure of Unionization
Twinkies may survive nuclear warfare, but the iconic sweet treat ultimately couldn’t withstand the might of the unionized workforce. Faced with mounting losses and overwhelming debt, due in no small part to the relentless demands of the various unions representing the nearly 19,000 employees, Hostess Brands filed bankruptcy for the second time in January 2012 and ultimately requested permission to liquidate it’s assets in November of last year when a buyer failed to materialize. While many factors played a part in the demise of the maker of such all-American snacks as Ding Dongs and Ring Dings, as well as childhood favorite Wonderbread, there is no denying the fact that costs imposed by union contracts were a major factor in the shuttering of this once-beloved company.
While there is certainly plenty of blame to go around, the simple fact is that nearly 97 percent of the company’s unsecured claims were from employee pension funds, according to the Chapter 11 filing. How did those claims arise? Simply put, the skyrocketing pension expenses were caused by the unions continuing to push for overly generous retirement rewards despite overwhelming evidence that the company could never sustain those costs. True, the unions did agree to considerable concessions prior to and even following the first bankruptcy filing in 2004. However, that was only after union officials had pushed wages and other benefits into the stratosphere, even though Hostess has been struggling for years to remain competitive.
Certainly America’s changing eating habits, increased competition from such companies as McKee Foods, makers of Little Debbie snack cakes, and rising commodity costs all contributed to the ultimate demise of Twinkies. There is no doubt, though, that union contracts inhibited the company’s ability to adapt and make the necessary changes to remain profitable. Not only were employee costs out of control, ridiculous union rules made it nearly impossible for the company to make money. These are just a few of the rules that hampered Hostess’ management:
- Twinkies and Wonder Bread could not be delivered on the same truck.
- Drivers could only deliver one product, even if they did not have a load and a load of another product was waiting to go out.
- Drivers could only drive. They had to wait for loaders to fill their trucks.
- Likewise, loaders could only handle one product. Their contract prohibited a Twinkie loader from helping out if the Wonder Bread loaders were shorthanded.
Yes, management agreed to these terms, but often they were forced to do so in order to prevent a costly strike. In fact, it was a labor strike that lead to the decision to liquidate.
Unions are meant to protect workers from dangerous working conditions, overbearing management and unfair labor practices. Ensuring a living wage and decent benefits is another of their responsibilities. However, it is evident that in this case, the unions became as much an enemy of the Hostess employees as of the company’s management. As a result of their unwillingness to compromise and make wage and benefit concessions, almost 20,000 people no longer have a job that needs to be protected. In the end, the unions drove not only the company but themselves out of business.
Not to fear, however. Two private equity firms acquired Hostess’ assets last fall and are beginning to turn the company around. Production of Twinkies began again in June, and the gooey sponge cakes returned to store shelves on July 15. The workforce has been dramatically reduced and will not be unionized. In the end, probably the only winner in this battle is America’s sweet tooth.
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Whose Line Is It Anyway? Why do some shows return from the dead?
Watching TV in the summer used to mean surfing channels of reruns, but lately there seems to be a slew of “new” shows that are repeating old ones. Networks and cable channels are bringing back previously popular shows such as “Whose Line is it Anyway?”, “Hawaii Five-O”, and “Dynasty”. While some people are thrilled that their favorite shows are back, a lot more of us are wondering why we need to keep rehashing the past.
The answer isn’t that the networks have suddenly become nostalgic. With increasing competition from internet videos and more cable channels, many TV networks have seen their profit from advertising drop in the past several years. More worrisome for the networks, many economists are predicting that the model of having companies pay for advertising during show breaks will become obsolete over the next decade.
These factors mean that TV stations are not very willing to take risks with new shows. A new drama or science fiction show can take millions of dollars to produce, and in some cases it will be pulled within a few episodes if it fails to catch on. When reviving an old show, a network has some guarantee that it will be popular. While not every remake catches on (Charlie’s Angels anyone?), a remake will usually attract enough interest to make the first episode a success.
The costs to produce these shows are also much lower than “new” shows. In many cases, networks already own the property rights to the show as well as contracts with many of the former actors, directors, and producers. In several cases, they also have access to props, costumes, and set pieces. Because of this, they can produce a pilot for a much lower costs than a “new” show.
Finally, advertisers like the idea of bringing back a show. While a network usually has to struggle to find sponsors for shows that don’t have a full season of Nielsen data to show, they can easily sell a show that advertisers are already familiar with. Furthermore, advertisers like that they know what to expect. Without seeing a single episode, an advertiser can accurately guess at the demographic that will be attracted to the show just by looking at the data from the original show. Because advertisers are familiar with the plot of these shows, they are also more willing to negotiate for product placement within the show itself. In some cases, advertisers have even suggested how their product could be incorporated into an episode before the first script is even finalized.
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Nigella Lawson and the High Cost of divorce
Heartache and heartbreak are hard enough to endure but imagine having to go through the loss of a relationship while the world looks on. Such is the high price of celebrity divorce and the latest victim is the beautiful and talented television chef, Nigella Lawson. Shocking photos of Nigella apparently being choked by her husband, Charles Saatchi, surfaced in the media following the June 9th dinner at Scott’s restaurant in Mayfair, London, where the incident occurred. Saatchi’s advisors urged him to humble himself and admit a public apology for the assault. Saatchi denied any wrongdoing, saying he never assaulted her and in fact, was actually removing mucous from his wife’s nose. Nigella was stunned by the admonition of “nose-picking” and his refusal to apologize. She left Saatchi and their family home in Chelsea.
The two sides continued to disagree about the pictures; Saatchi claiming it was just a “playful tiff” and Lawson hurt and humiliated by the public’s assumption of her as victim of domestic violence and her husband as her tormentor. Insult was added to injury on July 7th, when Saatchi announced his intent to divorce his wife in the media instead of directly to her. Lawson, who had been waiting for a public apology, was blind-sided by his cruel divorce announcement. Lawson and Saatchi have been married for 10 years; Saatchi has claimed that the couple had become “estranged” the last few years. Saatchi claims that he had no choice but to act publicly since his wife “failed to defend” him with a statement to the media. In fact, Lawson has remained silent at the advice of her publicist so as not to further affect their children. Lawson (53) and Saatchi (70) have three teenage children from previous marriages that they were raising together.In addition to the “he said, she said” controversy, Lawson and Saatchi will have to fight over $150 million in shared assets, including their $12 million Chelsea, West London home. Both brought substantial assets into the marriage. Charles Saatchi is worth $100 million from the high-profile, highly-successful New York advertising firm, Saatchi and Saatchi. Nigella Lawson is a celebrity chef, bestselling author and television star with a net worth of $15 million. By the time lawyers for both sides duke it out in court and attempt to untangle the shared assets, those net worths will be considerably less.But it’s not just a monetary cost to this celebrity divorce. Saatchi had grown increasingly resentful of his wife’s high-profile career that he helped established. It’s a common theme in celebrity couples; one partner becomes the higher earner or the more recognized celebrity and the other gets bit by that green-eyed monster, jealousy. In Nigella’s case, there is the public humiliation at the hands of someone she loves to endure. It seems that Saatchi is determined to do whatever he can to make her suffer in the media. And then there are the children; children always suffer in a divorce. It can be lessened when parents work together to keep it private and amicable. But it’s incredibly painful to have your lives dragged through the media. In this case, it is Nigella and Saatchi’s children that are paying the ultimate price.
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Be Prepared or Be Me
We had some nasty storms roll through over the weekend. There was a lot of tornado-ish activity, 70 mile-an-hour gusts of wind, hail, and an electrical blackout. For almost 24 hours, we were living in the stone age, with nothing but smartphones for internet, and high-lumen flashlights being used to see. With no cartoons for the girls, we were forced to read them bed-time stories, while my son and his friends were forced to use their imaginations to entertain themselves.
Every time we called, the electric company added 12 hours to their estimated repair time. Amazingly, they came in 7 hours ahead of schedule, if you don’t count the first two revisions.
By Saturday afternoon, we were out shopping for things we should have already had ready.
For years, we had discussed buying a generator. For some reason, it never became a priority. We have a large freezer and refrigerator full of food. With no electricity, a generator was suddenly prioritized. All of the places near us were sold out of budget-priced generators when we decided it was better to drop $400 on that than to lose $600 worth of food. We did find one, eventually, but it would have been better to take it out of the garage than have to shop for it when we needed it. Naturally, 10 minutes after we got it home, the power came on. Do yourself a favor: if you own a home and have a small corner available for storage, start shopping for a generator. Pick one up on sale instead of waiting until you have no real choice.
We have a ton of batteries. It’s one of the things we stock up on when they are on sale. Unfortunately, our broadest-beam flashlight takes a 6-volt battery, and we don’t keep a spare. By the end of the night, it was getting pretty yellow and dim. Another night would have killed it completely. This wasn’t a widespread blackout, so there was no shortage of batteries, but it would have been nice to have the spare already at home. Check your emergency supplies and make sure you have replacement batteries that fit everything you need.
The one thing that would have improved the night most is a good lantern. We had our 5, plus two of my son’s friends all trying to play board games by flashlight. A lantern could have been set on the entertainment center and lit most of the room.
For everything we were without due to the blackout, the one thing I truly missed was the air conditioner. When the storm died, so did the wind. Completely. Opening all of the windows didn’t help at all. Other than that, it was nice to have everyone forced to interact. Nobody was whining about being bored and we were all having fun.
I want to schedule a pseudo-blackout more often.
Focusing on the Now
My company uses a service called KnowYourCompany, that sends three emails each week to the entire staff. Each email asks a question that the staff can either respond to publicly, or just to the company leadership team.
The questions follow a formula.
On Monday, we get an email asking what we are working on. This allows us to see what everyone is doing, and in theory, makes offering your skills easier to do because you can see what you might be able to help with.
On Wednesday, the question is something about the company or our interaction with the company. One week this question was as simple as “Are there any company policies that aren’t completely clear?”
On Friday, the question is more personal. It’s a getting-to-know-each-other question. Last Friday’s question was “What’s something you want to do in the next year that you’ve never done before?”
I found that I don’t have an answer.
Right now, I don’t have any long-term goals. Recently, my personal life has been complicated enough that the idea of planning for later this year–much less the next 5 or 10 years–is more than I can deal with.
My side hustle goals are focused entirely on what needs to happen in the next week. Work goals are only a month out. My personal goals involve making it through the next few days without letting anything collapse.
Sometimes, life kicks you in the crotch so hard, you have to let the future worry about itself while you focus on what’s happening right now. Without a functional present, the future doesn’t matter. You have to focus on the Now first, or everything else evaporates.
It’s not a great situation, but it is an interesting perspective. I’ve spent so much of the last decade focusing on what comes next that what’s happening right now has suffered.
Focus on Now. Sometimes, What’s Next can take care of itself for a while.
