Saturday, November 30, 2013

Perishable Agricultural Commodities Act of 1930

Lunching with a farmer's wife at a conference, she was commenting on the challenges of marketing produce.

 "Time to rethink PACA? "

"That moment has been awhile..."

 When I first encountered the Perishable Agricultural Commodities Act of 1930 twenty years ago, I was curious as to why fresh and frozen fruits and veggies would need its own set of rules for trade, and doubly suspicious that it was a government agency managing this program.
  From wiki:  The Perishable Agricultural Commodities Act (PACA) of 1930 — (P.L. 71-325 (June 10, 1930), as amended) regulates the buying and selling of fresh and frozen fruits and vegetables to prevent unfair trading practices and to assure that sellers will be paid promptly.
Well, who could argue with that?  We are all for fair trade practices and against unfair trade practices... apparently in 1930, as the depression dawned, there were sharp practices in the grocery business.  Along with PACA, there were programs such as burning crops and killing livestock to force the prices up to deal with the depression.  Never mind falling prices is the evidence the cure is happening, governments want prices only to go up, so their subjects are like the patient whose fever does not go away.  Control.
Both produce sellers and buyers must pay fees for a license in order to do business, and these license fees are the source of funding for a trust program that resolves disputes and protects sellers from non-payment when buyers become bankrupt.
Well, what makes greengrocers goods need a special venue?  Perishability? For all of the nuances of the lex mercatoria, upon which the UCC is based, it fails fruits and vegetables?  Sounds unlikely...

To be in the fruit and veggie business, on pain of civil prosecution, as noted above, players must

1. Pay a fee to join a club, in violation of the freedom of association clause in the Constitution, in order to do business,

2.  and fund a trust program that resolves disputes and protects sellers from nonpayment when buyers become bankrupt.

Where have we heard this before?  Ah yes, banking!  How has the same sort of set up worked out in banking?  Well, we get practices that ultimately take us from thousands of small and dozens of larger banks to hundreds of small and about four large banks.  We get collectivization.

I think the item 2 above is far more damaging than item 1, because I believe the market driven solutions to dispute resolution and bankruptcy are superior to any that can be reduced to a government program, and the flipside is a government program causes atrophy in people's natural inclination to protect what is theirs.  If the common pool will cover me when I play loose, I can play loose.

This is not theoretical supposition on my part. In the mid-1990s I consulted on export development with a couple of agricultural firms, one small and one huge.    The small firm was quick to respond to the prescriptions, so that was fast and easy.  The large firm farmed products under the PACA rules, and I could see the distortions caused by those rules throughout the company.  The general manager that hired me had been victim to a scam possible only due to the unique rules of PACA, and he did not want to get similarly burned on export sales.   It was my international trade specialty that allowed me to compare and contrast the two systems, and see clearly the disadvantage of trading under PACA rules domestically.

The aforementioned scam was made possible by PACA when some gangsters took over a small, very well respected grocery broker and quietly placed orders all over the country, full container loads, and directed they all be shipped to Mexico, leaving (if I recall directly) Labor Day weekend giving them a 3 day start before any rumors might feed back to the principals.  Mexico at the time was a no-problem destination since all of the responsible parties were USA members of the PACA program, of which the gangster-infested small broker was a member in good standing.

Once the containers were in Mexico, they would be quickly looted and distributed into untraceability, sold for cash, for a tidy sum, the only loss being the ownership of the small, respected trader for which they simply would stop making payments and forfeit ownership.  What do they care..?  No downside, all upside.

To this large corporate orchard, ten container loads at a good price from a respected dealer in USA was a cause for celebration.  What could go wrong..?  By Monday, enough truckers short of equipment, Customs officers at the border complaining of overwork, bragging rights among farmers revealing EVERYONE got a huge order from the small trader alerted first the brightest and eventually even those in denial to figure it out.  Scam!

Now recall this program is self-funding.  Who will have to make up the losses?  The people who lost, they themselves.  Also, the rules have a duty to mitigate, that is, if you know something is up, you have to do what you can to undo the damage being done.  That means, get the manifests and start tracking each container and see if it has crossed the border, if not, stop it, and call it back.  On your dime.

What a mess!  Maybe half made it into Mexico, and some were found as far away as on the USA side in Texas (from Washington State) since the scamsters caught on early Customs was noticing something as up and began redirecting the shipments to other border crossings.  (And then again, Customs wonders how come so many Washington apples are crossing at Laredo?)

Now keep in mind most apples and pears are packed to order.  The fruit is pre-sorted and then packed in 40 pound boxes to buyers specification.  To pack it ship it, then bring it back is to give the load a good beating, and then store it packed in hopes of a sale that matches the pack.  Ugggh... and then the paperwork to redirect goods back that you no longer legally own, whole lotta processing going on.

Now I surmise that one of the reasons we do not have as much fresh export as we could, or not as much for which there is demand, has to do with the PACA rules fostering an atrophy of natural inclinations to defend what is yours: your produce.  And without growers doing the exporting, necessarily they cannot get as much for their produce as they could.  They are price takers, not price makers.

So even if they got it all back (and they did not) the program is not much help in recovery, but facilitates loss.  Why tolerate it?

Say you a playing pro-football, and don't like the referees, and want a different set of referees.  The problem is to advocate change is dicey as long as the old referees are in charge.  They can make calls deleterious to your interest as long as they are still in control.

The big irony is while farmers may have an outsized reticence to exporting based on the atrophy attendant to the PACA regime, export agents live in a wild west world in which relationship is everything, and misbehaviour leads to catastrophic shunning. There is a gap between the regime in place domestically in USA which controls and informs farmers, and the natural real-world business in the export trade.  If the free market recourse works for perishable in int'l trade, why would it not work in domestic trade?

With so many Stalinist-inspired loopy government programs still in effect, why pick on PACA?  Well, PACA would be another candidate for cutting back on government and restoring freedom.  Just as the solution to the Post Office mess is to "corporatize' (not privatize) the USPO, so to with the PACA regime.  Announce the program loses its monopoly in 2 years, at which point al of the assets and liabilities of the program become owned by the workers, past and present, in the program, and association with the program becomes voluntary (see point one above.)

O!  All eyes on the suggestion box!  For the next two years the official folks populating PACAdom would be listening very closely to their target market, and bankers and insurance companies would be eyeing either competing with the voluntary-PACA or buying it from the new owners, the PACA workers.

 PACA is a problem, and as the farm-lady said, its time has come.  There is a way out in which everyone wins, and that is always the peaceful free market process.

What do you think?

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Friday, November 29, 2013

Mag Lev Getting Closer


I've been banging on the idea of mag lev transportation here for years, and it is good to see the precursors of mag lev showing up in practical applications. The car is 1880s technology and mass transport is a bad idea. With computers we can have mass customization of travel, and mag lev allows that to happen.  But we have to have deregulation of transport first.

(I had to delete the actual embedded Bloomberg video because it slowed down the loading of the page woefully, and led to my browser crashing.    I dread going to "news sites" aside from Drudge for the simple reason their pages are so full of junk and flash that I am pretty much guaranteed a bad experience.  When will they learn?  here you go...

http://www.bloomberg.com/video/attack-of-the-pods-bite-sized-capsules-of-luxury-YYs7uzC_TbabEy__4tJ2LA.html

)

mag lev is in your future, somewhere...


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Thursday, November 28, 2013

Thanks!

Since we have so much to be thankful for, we should take more time for this holiday.  How about from now to Christmas.. nay, New Years?

We have much to be thankful for, but it is also true that the world can be a wicked place, and that is good to know.

Both democrats and republicans want collectivization, and they play a game of hand-off where one proposes and the other imposes.  The Republican mantra of "Get Big or Get Out" in agriculture is matched by the Democrat version in medicine.  Collectivization in food has led to widespread disease that threatens our food delivery.  Collectivization in medicine has led to widespread disease that threatens our health care delivery.  Both threats are welcomed by big business, for the monopolistic profit potential.  And both problems are solved by small business.  The possibility of solution to the problem makes small business a threat to big business in USA.  Know this, and much becomes clear.

The feds regulated small slaughterhouses out of existence, and so we yielded this:
Outbreaks of food-borne illnesses, including mad cow disease, are driving people’s desire to know where their meat comes from. Savvy consumers want more information about where and how their food was raised, said Willard Wolf, a rancher from Valleyford and board president for the livestock processors cooperative that built the Odessa plant.
“If you walk into some grocery stores or fast-food chains, your hamburger could have up to 600 DNAs in it from imported trimmings from Australia or Canada or wherever,” Wolf said. “You don’t know how it was raised.”
It is a crime in USA to test for mad cow disease as a condition of sale.

The feds regulated small clinics out of existence so we yielded this, hospitals are a dangerous place to be if you are sick:
MRSA is especially troublesome in hospitals, prisons and nursing homes, where patients with open wounds, invasive devices, and weakened immune systems are at greater risk of infection than the general public.
In most states, it is a crime for a doctor to open a clinic with a bed without permission from a board.

In both cases the problem arose with collectivization.  In both cases, the solution is small innovative businesses, yet in both cases the solutions are deemed criminal.

The solution requires freedom, but there is not a single player on the horizon that calls for freedom, only more of the same, including the Tea Party folks, and anyone else.  Not medicine, not law, not academia, certainly not politicians, not labor, not religion, not industry.  No one.  You simply cannot make it to the commanding heights with being a collectivist.

There are plenty of people who would rather rule in hell than serve in heaven.  Being self-employed is to serve others, and hence that is disdained.  For those who would rather rule in hell, there are countless others, the majority in fact, who cheer them on "fight our battles for us"  and "thank you for your service."

None of this is unexpected, see 1 Samuel 8, and 1 Samuel 12 for the double down.

This will necessarily fall apart, always has, always will.  It cannot be reformed because it is fundamentally flawed.  The question is will there be enough remnant to form a workable polity.  We have a few examples of peace and prosperity, such as Switzerland, Hong Kong, Iceland, Singapore, Andorra, San Marco, etc...   and the USA was originally designed to mimic that, but too few people even know that, and fewer want it.

If you are aware of it, and want it, then you have something to be thankful for.   There is nothing more revolutionary than starting a business.

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Wednesday, November 27, 2013

Finding What We Trade With Countries

If you want to know what USA buys and sells from a given country, in what dollar amounts, you may consult this page and drill down to your country and what dollars in what commodities, imports and exports.

It drills down to the 8 digit level of the HTS, which is not bad, better than most, and you can always get to the 10 digit level with your own research.

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All Hail Robotization!

By replacing a million workers with robots, the world gets wealthier if the replaced workers become self-employed.



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Tuesday, November 26, 2013

A Student Shares His Chagrin

A fellow makes the common mistakes of paying for int'l trade information and then consulting Alibaba.com for a name.  Tsk tsk.
 I have wasted money on databases for identifying manufacturers or exporters in China, but I was surprised when I got there in person that most of these people were thieves. My Chinese friends could not get them to recognize me as the person they spoke to on the phone. These people were asking money to mail me the products. Alibaba is also an interesting site. In French, there is a book "Alibaba et les 40 voleurs" (Alibaba and the 40 thieves)
In his case, he was able to actually track down the people to whom he sent money for samples, and visit them.  He told me when he asked for "Bobby" Chen or "Jane" Wang everyone at the address assured him no such person.

So now having made the common mistakes, he can now proceed with what works.

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Exporting As An Agent And Samples

Let's recall we are working with a tool, a tactic and an attitude (MOQ FOB the tool, smallest order not largest the tactic, the attitude the artful thing.)  All of this is within the sales process of Approach, Qualification, Agreement on need, Sell the company, Fill the need, Closing.

In exporting there is a difference between a principal and an agent.  Hops, for example.

Say your hops source were exporting themselves, then they would be a principal.  They would use the MOQ FOB to constantly test overseas markets in comparison to domestic sales.  If they received little or no export business, then it would not matter, it would just mean their domestic business is superior to any export business, in their estimation.  Their business continues.  For the principal, it is at the point of reorders that they begin to get interested in any particular customer.  For mere initial orders are only market tests, and probably 90% of the time will never yield a reorder.  No point in spending too much time on those.

The agent on the other hand, must make sales overseas.  As an agent for hops, you have to work the customers more assiduously, and the attitude of "take it or leave it" of the principal is not so easy to do.  Your attitude must necessarily be more aggressive.   The agent trades in information and communication, as opposed to the actual product. You need to know going in a lot about any given potential customer.

If there are to be samples in an agency sales process, they must be in the context of a sales process.  Reject the unilateral imposition by the buyers that the sales process stop at the approach level, and thereafter it be a one-way street.  Make clear the sales process will be transparent and between equals.  If not, end of conversation.

So the task, as an agent, is to require that the process be the natural two-way street. Trade that sample for at least what is natural to any legitimate sales process. You get something for the sample, something far more valuable than that cost of the sample you are giving away.

No matter what the sales event: trade show, some sort of matching service,  cold call, organize the activities as though you expected an order on the spot.  Sometimes "buyers" will put you off by claiming they need to consult with the home office, or "the team."   Know who you are meeting before the meet.

Beforehand, I would get full info on each member of each inbound mission and the role in the company.  I would pre-send info to the people coming, with questions as to their qualifications to buy:

1. Do they have a hops market?  What is their budget to test hops in their market?

2. Why do they want to test hops in their market?  How would they test hops in their market?

3. Here are the prices ranges in USA, what are their views of those price points?

4. Do they have any questions for which you might prepare?

5. Who is the decision maker when it comes to placing orders?

I would preface all this with the trade data analysis figures.  Let them know you are serious.

In essence, I would be done with the "exchange of views" before we met.

The point of samples is to test.  The MOQ FOB is a test.  If you are giving a sample, it is because they have ordered.  If not,  if you give a sample, the expectation is there will be an order, or why did they bother asking for a sample?

If they tell you the "team" makes the decision, then you want to know the name and rank of everyone on the team.  You want to know the name of the team leader.  If not forthcoming, why not?  By these answers you can more easily assess if you want to give anyone samples.  You came to sell hops, why did they come?  

The goal is to get to the name of a decision maker and work a decision maker.   Get past the approach step in the sales process. Require that a decision maker confirm a request for the samples, and you'll wait while the clerk does so.  You refuse to give a sample to a delivery boy and hope for the best.  You will give samples to some one who needs it to place an order (test ingredients in compliance with insurance requirements, take pictures and add their copy, or some other legitimate use as a precursor to placing an order.)  Absolutely reject any sample dispatched into obscurity.

One way or another, you do not hand over a sample until you have received far more in value to you than the cost of the sample. Not after you hand over the sample, before you hand over the sample.

Now two things about this attitude as expressed.  Human interaction is a dynamic process, so who knows how things will actually proceed.  Second, I am exaggerating to make my point.  Although I am coming across harsh, it is possible to accomplish the above with a velvet glove.  You have a role to play and a value to provide making excellent delicacies available to buyers worldwide, and the process of your connection to legitimate buyers is open and mutually respectful.  Don't settle for anything less.

By exercising this professional toughness, when you do run into a real buyer, you will be practiced at working up to speed.  No-nonsense matches no-nonsense.  You save time for working with real buyers by insisting anyone who claims to be a buyer in fact buys.  If not, why not?

The world needs the benefit of the hops, and the sellers want your help.  There are markets for everything, the challenge is to find them.  Sales meetings may or may not produce sales, but it is up to you to drive the opportunity to the point.

Update:  If you are in the SF Bay Area late February, I'll be Foothill DeAnza College is hosting an all-day import-export startup course.

Class Description

Come learn the strategies those thriving in small business international trade use to grow and build their business. You will be guided through selecting products, finding customers, working with governments, licensing, bankers, brokers, carriers, financing, costing, pricing and gaining orders for your products, all from a practicing professional. Highly rated by students for content, pace and humor. Recommended textHow Small Business Trades Worldwide by Instructor is available at on Amazon.com. 

Class ID: 2907
Saturday, 9:00 am - 5:00 pm; 1 session starting February 22, 2014, ending February 22, 2014
Course Fee: $89.00
Instructor: Spiers
Location: De Anza College, G Building , Rm. G-7       Map


You may enroll here....


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Monday, November 25, 2013

Ode to Uline.com

This blog is where I rough draft ideas and books, and sometimes I throw an idea up there to develop more later.  The mention of uline.com below is point I left undeveloped, and a reader called me on it.

Says Amy, "John, can you elaborate more on how ULINE is doing things right? It seems like it's just like any other web-based businesses. "

So now on this cold early Monday morning, I get back to it.

First, it is not a web-based business.  Never has been, never will be. Back in the day, import-export businesses (as well as any other company shipping) had as regular visitors packaging supplies salespeople.  They were always dropping by with the latest gadget, improved tapes and labels, and a sale on some type of boxes, or whatever.  Every year or so, the salespeople would drop off a catalog of shipping supplies, some stock items, some special order.  And when some unique problem came up, we'd go to the phone book, look up box dealers, make some calls, and come up with a solution.  Salespeople came by so often even to such small companies as the ones I worked for that I recall the name Bill Gunning, NW Shipping Supplies (as well as John Tierney, SeaLand Services for Ocean Shipping.)  Forty years later!

What uline.com has done, is change nothing except to combine the phone book, the catalog, the phone into one website.  And just like 40 years ago, they still, to this day, print and send out (now millions) of catalogs.  It is the paper catalog of products in stock in their brick and mortar warehouses regionally located that drives the sales.  The internet does not drive the sales.   The paper catalog points to an online order desk.

In a busy warehouse, a manager can grab a uline catalog and find what he wants much faster than surfing the internet (even if uline is bookmarked), and then call or email after a decision, like an abacus can beat a calculator every time.

If you cannot find what you want in the catalog, you can email, Internet Relay Chat, or phone in 24/7 and work with a live person.  The new thing here is 24/7 access, as opposed to 40 years ago it was maybe 8-4:30, M-F.

On the other end of whatever means of communication you select will be an extremely well trained salesperson, who can walk you through any and all solutions sold by uline.  I say it that way because uline.com does zero special orders, and no special projects.  They either stock it, or no.  If not, look elsewhere.  Strictly commodity style supplies.  And there are plenty of custom packaging houses out there, competing on design, not price.

And uline's prices are great.  I used to work the coupons and sales at Office Depot to game their system to get the best prices, but as uline began to emerge nationwide I could see their prices beat Office Depot  at Office Depot's best.  And, I will tell you, buying as a business from uline is far easier than Office Depot as a retail customer.  Every time I go to Office Depot there is the ordeal of whatever the current dotcom/website combo tactic is being employed to save the company.  Office Depot is a study of a company being crushed by competition.

Now, once you place your order uline, you elect delivery means... as far as I can tell, uline.com has no delivery trucks.  Everything is delivered by common carrier, UPS, Fedex, Truckers, whoever.  Or more commonly, my guess is for 80% of uline sales, businesses send in their own trucks to pick up the shipping supplies.  Uline.com warehouses have a busy will-call dock.  So this would be a difference today too... delivery is either farmed out or will call, no more trucks run by shipping supply houses.

As part of an academic project, I wanted to speak with salesperson on the challenges of packing for export, in a general way.  Their salespeople are available to sell products, not to discuss academic questions.   When I picked up my goods, I gave the loading dock clerk my university card and complained how it is impossible to reach a salesperson.

About a week later I got a call from the warehouse manager.  We had a nice chat, and I became further impressed by their no-nonsense focus on what matters.

If the internet went down tomorrow, uline would not miss a beat.  There would be telephones, paper catalogs, and a warehouse full of shipping supplies.

So, to review:

1.  A brick and mortar business that depends on printed catalogs mailed out to stay in business.

2. A website that acts as an order desk, with tele-help.

3. Uline bills and you pay the old fashioned way, a check in the mail (who wants to give 2.25% to credit card companies?)

4. A simple website.  I would like to meet their coders, since it is otherwise impossible to find anyone who will write good business website code.  Note there is no flash, animations, nothing fancy, about as close to ink on a piece of paper as you can accomplish on the web.  Simple clean code is at once more robust and loads faster.  Since my guess nearly 96.4% or business website designers are scamming you as to the value of a website, they add on all that crap to divert their client from the point of a website.  In a combination of "labor theory of value" and dazzling lights business people fork over money for websites that do not pay.

Uline's tough, clear approach pays for them.  I pity their competitors who are trying to compete using the web.

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Sunday, November 24, 2013

Bible Quote of the Day

Ecclesiastes 5:3 KJV

For a dream cometh through a multitude of business,

Once upon a time, people had several revenue generating activities, all rather pitch perfect match between an individual's own capabilities and the desire of customers.

This was social security, plus membership in some lodge, where collective contributions took care of the medical emergencies of all.  The Knights of Columbus is something of that, with life insurance, but no health insurance any more.

But with state intervention, we got routinization, not diversification.  Rules and regs take the joy of of work, and people tend to go after one thing "to make a living" instead of living.  Indeed, anyone with several lines of business is viewed skeptically.

Strange that.

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