Podcasts about Suzuki

Dagens overblik over FCK-nyhederPartner er Pluto TV

Dagens overblik over FCK-nyhederPartner er Pluto TV

Few people have influenced American motorcycling from as many angles as Mark Blackwell. A pioneering racer, instructor, team manager, product-development specialist, executive, and industry advisor, Blackwell has spent more than five decades helping shape the sport and business of motorcycles.Growing up in Southern California, Blackwell became fascinated by motocross just as the European sport was arriving in America. After watching four-time World Champion Torsten Hallman race at Saddleback Park, he knew exactly what he wanted to do. At 17, Blackwell traveled to Sweden to race, study the sport, and learn at the Husqvarna factory. He later became America's first national motocross champion and one of the earliest Americans to compete in European Grands Prix.An eye injury shortened Blackwell's racing career, but opened several new chapters. He created a motocross school for Suzuki and personally trained approximately 2,500 riders before moving into race-team management, product development, and executive leadership. At Polaris, he helped transform Victory Motorcycles, improving the brand's quality and launching models including the Vegas and Vision. He later advised KTM and helped relaunch Husqvarna in North America.On this episode of “Driven to Ride,” host Mark Long talks with Blackwell about motocross history, overcoming setbacks, building successful teams, adapting to change, and why the people and the riding experience still keep him connected to motorcycles. Connect with Us:Website: www.driventoridepodcast.comInstagram: www.Instagram.com/driventoridepodcastFacebook: www.facebook.com/driventorideEmail:hello@driventoridepodcast.com

Durante años, la respuesta rápida era hablar de "malas copias", pero el paradigma de la industria de las dos ruedas ha cambiado drásticamente. Las marcas chinas han pasado de la imitación al liderazgo, y la globalización ha transformado el "Made in China" en un "Engineered in Europe, Manufactured in Asia". En este vídeo analizamos a fondo si comprar una moto china es una buena idea, desgranando los principales fabricantes, sus ventajas y sus inconvenientes. El nuevo ecosistema del motor Para entender el mercado actual, hay que conocer de dónde vienen estos gigantes: -El fenómeno Qingqi: Todo empezó con alianzas estratégicas en los años 80, como la de Qingqi y Suzuki, recibiendo transferencia de tecnología japonesa para aprender a fabricar motocicletas. -Marcas con "pasaporte robado": Fabricantes como Benelli o Moto Morini tienen una profunda herencia europea, pero hoy su músculo financiero es cien por cien chino. Venden tecnología asiática bajo un escudo histórico que transmite confianza emocional. -Alianzas mecánicas: Marcas como Loncin fabrican los motores para series de BMW. Comparten cimientos, aunque los estándares de calidad los marca la firma europea. -Ingeniería de captura: Ya no desmontan motos para copiarlas. Ahora contratan a ingenieros y diseñadores jefe de marcas europeas para liderar sus propios proyectos. Las marcas protagonistas Si visitas un concesionario hoy, estas son las marcas que están moviendo el mercado: CFMOTO: Con una estrecha alianza con KTM, comparten motores y plataformas de diseño. Han pasado de hacer quads a conseguir podios en el Mundial de Motociclismo. Kove: Se han ganado el respeto terminando el Dakar con motos de serie y fabricando deportivas ultraligeras de altas prestaciones. Voge: La marca premium de Loncin, destacando por su equilibrio imbatible entre precio y componentes de primer nivel. QJ Motor: Parte del gigantesco grupo Geely (Volvo, Lotus), están inundando todos los segmentos con precios muy agresivos. Zontes: Los reyes de la tecnología de serie, incluyendo pantallas, sensores y extras eléctricos desde las cilindradas más bajas. Argumentos a favor -Componentes reconocidos: Utilizan frenos, suspensiones e inyección de fabricantes de renombre (Bosch, Brembo/J.Juan, KYB) para generar confianza instantánea. -Garantías agresivas: Para combatir el miedo a la fiabilidad, asumen el riesgo ofreciendo hasta 5 años de garantía oficial. -Evolución ultrarrápida: Aplican el modelo de Silicon Valley, mejorando sus motocicletas cada 18 meses frente a los largos ciclos de las marcas tradicionales. -Alta tecnología de serie: Pantallas TFT con conectividad total y navegación que en otras marcas suponen extras muy caros. Argumentos en contra -La depreciación: Es su mayor hándicap. Las motos chinas se devalúan mucho más rápido en el mercado de segunda mano. Lo que ahorras al comprar, puedes perderlo al vender si cambias de moto con frecuencia. -El refinamiento: Aunque las cifras acompañen, el ajuste fino, la progresividad del acelerador o el tacto del cambio todavía suelen estar un paso por detrás del "saber hacer" histórico de Europa o Japón. -Red de postventa: El stock de recambios y la capilaridad de talleres oficiales, aunque en clara mejora, aún no iguala la inmediatez de los fabricantes más veteranos. Hoy en día ya no existen las motos "malas", solo compras equivocadas según tus necesidades. Europa ha decidido centrarse en el mercado "premium" y Japón en la fiabilidad inquebrantable a costa de ser más lentos innovando. Si buscas una inversión a largo plazo y tacto perfecto, las marcas tradicionales siguen siendo tu sitio. Pero si eres un usuario práctico que busca estrenar tecnología actual a un precio lógico, las marcas chinas son una opción de puro sentido común que, además, está logrando rejuvenecer el acceso al mundo de las motos.

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New historical documents have come to light (via Justin Stein) that suggest Hawayo Takata was telling the truth when she said Usui was headmaster at a Christian School! His CV includes time in the US and Taiwan, much as Takata had described. Hawayo Takata's account was dismissed as story telling in the late 1990s and early 2000s when evidence researched by Frank Arjava Petter and others indicated Usui was in fact Buddhist. But it appears he took his wife's name - Suzuki - and perhaps this is what hindered research at the time. This is an important adjustment. It describes the originator of Reiki as someone open to different religious ideologies. It also reminds us to hold lightly the content and education of Reiki, rather than solidifying it into a ‘truth'. New ‘truths' come to light all the time. For the original research see: www.facebook.com/JBSReikiResearch

durée : 00:58:47 - Mauvais genres - par : François Angelier - Rentrée cinéma et vidéo pour Mauvais Genres qui vous en dira plus sur trois monuments du cinéma asiatique : "Le Syndicat du crime", "Sex and the Fury" et "Galaxy express 999". - équipe : Fausto Fasulo, Stéphane du Mesnildot, Philippe Rouyer, Paloma Hermina Hidalgo, Claire Poinsignon, Laurent Paulré Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

durée : 00:58:47 - Les émissions culturelles de France Culture - par : François Angelier - Rentrée cinéma et vidéo pour Mauvais Genres qui vous en dira plus sur trois monuments du cinéma asiatique : "Le Syndicat du crime", "Sex and the Fury" et "Galaxy express 999". - équipe : Fausto Fasulo, Stéphane du Mesnildot, Philippe Rouyer, Paloma Hermina Hidalgo, Claire Poinsignon, Laurent Paulré Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

This week we're kicking off our new season of episodes with a fantastic conversation with violinist, speaker, founder and artistic director of the nonprofit Street Symphony, and now author of a fantastic new memoir called Restrung: Vijay Gupta. We talk about his new book, his article in the Suzuki journal, his journey as a musician and what he's learned along the way. I hope you enjoy this conversation as much as I did! Links in this Episode: Upcoming SAA Enrichment Course: Setting Families Up for Success: From Onboarding to Ongoing Support  Vijay Gupta's website: https://www.vijaygupta.com/ Restrung: A Memoir of Music and Transformation by Vijay Gupta Bookshop.org | Amazon  Find Vijay Gupta on Instagram: instagram.com/guptaviolin/   Resources at SuzukiTriangle.com SIgn up for the Monthly Newsletter: SuzukiTriangle.com/Newsletter Connect with Christine on Instagram Email: Christine@SuzukiTriangle.com Transcript  

In this hilarious prank with Darren 'Whackhead' Simpson, a woman's fear of flying goes to another level. This prank call aired on 22 September 2026. Kickstart your morning with a dose of fun, laughter, and the best feel-good tunes on Kfm Mornings! Darren, Sherlin, and Sibs are here to shake up your day with the freshest breakfast show in town. Brace yourself for the thrilling R20k Pop Quiz with Suzuki, a trip down memory lane with the Vinyl Classic, Darren’s legendary pranks, and the wildest stories from What’s Happening at the Courthouse with Rameez. Whether you’re in it for the laughs, the music, or the big wins, this is the only way to wake up right! Thank you for listening. Catch the show live on Primedia+ weekdays from 6 am to 9 am (South African time) http://bit.ly/3SQOET9 Find more from the show, and all catch‑up podcasts on Primedia+ http://bit.ly/3SQOET9 Subscribe to the Kfm 94.5 newsletters to stay up to date https://bit.ly/4y19mjc Let’s keep the conversation going online: Kfm on TikTok: https://www.tiktok.com/@kfmza Kfm on Instagram: https://www.instagram.com/kfmza Kfm on X: https://x.com/KFMza Kfm on YouTube: https://www.youtube.com/@Kfm945See omnystudio.com/listener for privacy information.

Join Luke and Earl as we analyse the impact of Zion Suzuki at Aston Villa. Zion Suzuki has replaced Emi Martinez at Aston Villa and settled in seamlessly, but why. What is the data suggesting, What's Suzuki personality like, and how impressed have we been with the Japan number 1. #zionsuzuki #astonvilla #avfc

In this hilarious prank call with Darren 'Whackhead' Simpson, the senseless survey makes a return to ask some interesting, awkward, and hilarious questions. This prank call aired on 21 September 2026. Kickstart your morning with a dose of fun, laughter, and the best feel-good tunes on Kfm Mornings! Darren, Sherlin, and Sibs are here to shake up your day with the freshest breakfast show in town. Brace yourself for the thrilling R20k Pop Quiz with Suzuki, a trip down memory lane with the Vinyl Classic, Darren’s legendary pranks, and the wildest stories from What’s Happening at the Courthouse with Rameez. Whether you’re in it for the laughs, the music, or the big wins, this is the only way to wake up right! Thank you for listening. Catch the show live on Primedia+ weekdays from 6 am to 9 am (South African time) http://bit.ly/3SQOET9 Find more from the show, and all catch‑up podcasts on Primedia+ http://bit.ly/3SQOET9 Subscribe to the Kfm 94.5 newsletters to stay up to date https://bit.ly/4y19mjc Let’s keep the conversation going online: Kfm on TikTok: https://www.tiktok.com/@kfmza Kfm on Instagram: https://www.instagram.com/kfmza Kfm on X: https://x.com/KFMza Kfm on YouTube: https://www.youtube.com/@Kfm945See omnystudio.com/listener for privacy information.

A first win of the season even priced in the fact that Aston Villa were dead certs to hand Spurs their first goals of the season.Another victory at the Tottenham Hotspur Stadium and another Emi Buendia cracker.Suzuki's jib continues to impress and Unai Emery has us believing again going into an international break.Beyonce, your boys took one hell of a beating. Hosted on Acast. See acast.com/privacy for more information.

Join Luke for an indepth tactical analysis session on Tottenham Hotspur 2-3 Aston Villa in the Premier League. On the show Luke takes a look at the importance of Zion Suzuki and How his role could change in the next few months.   #astonvilla #avfc #premierleague #zionsuzuki

Peut-on être passionné de vieilles motos, avoir traversé les États-Unis en Harley-Davidson, vécu plusieurs années en Inde au cœur du voyage à moto… et tomber amoureux de la moto électrique ?Dans ce nouvel épisode de Rider Radio, le podcast de l'aventure à moto, je reçois Guillaume Escot, aujourd'hui General Manager de Maeving France.Son histoire avec la moto commence très jeune, avec une Yamaha PW80 puis une DT50. Mais c'est le voyage qui va véritablement changer sa trajectoire.Après un tour du monde de plusieurs mois, Guillaume part aux États-Unis et réalise l'un des road trips moto les plus mythiques : la Route 66 en Harley-Davidson. Une expérience qui lui confirme une chose : il veut réunir ses deux passions, la moto et le voyage.Quelques mois plus tard, une opportunité va bouleverser sa vie : rejoindre Vintage Rides en Inde.Il y restera plusieurs années et découvrira de l'intérieur le monde du voyage à moto en Royal Enfield, l'Inde, l'aventure professionnelle à l'étranger et les grands voyages moto.Puis arrive un virage inattendu : la moto électrique.Après avoir expérimenté l'off-road électrique et créé le e-Adventure Festival, Guillaume découvre Maeving, une jeune marque britannique qui associe le design des motos anglaises classiques à une motorisation 100 % électrique.Alors, la moto électrique peut-elle réellement procurer du plaisir à un passionné de thermique ? Est-elle seulement destinée à la ville ? Peut-elle devenir une porte d'entrée vers la moto pour une nouvelle génération de riders ? Et surtout : faut-il vraiment opposer moto thermique et moto électrique ?Avec Guillaume, on parle sans langue de bois d'autonomie, recharge, plaisir de conduite, entretien, coût d'utilisation, voyage, micro-aventure, mais aussi de l'avenir de la moto électrique.Un épisode qui parle autant de machines que de choix de vie, avec une idée au cœur de Rider Radio : l'aventure n'a pas besoin de commencer à l'autre bout du monde. Elle peut être au coin de la rue.Rider Radio, c'est le podcast qui donne la parole à celles et ceux qui vivent la moto comme une aventure.Voyageurs, pilotes, aventuriers ou passionnés de route viennent partager leurs histoires, leurs rencontres et ce que la moto leur a appris sur le monde.Si cet épisode vous a plu, abonnez-vous au podcast et laissez une note : c'est la meilleure façon de soutenir Rider Radio et de faire découvrir ces histoires à d'autres passionnés.

Joey Ricotta, Tyler Edmonds, and Nick Hudson (audio only — Big Nick Energy) recap a series win over Atlanta with nine games left and playoff baseball right around the corner.The Cubs took two of three from the Braves at Wrigley. Starters were fine. The bullpen made all three games feel like a seatbelt. David Peterson threw six shutout innings in Game 1 and carved up Olson and Acuña before the eighth got loud. Shota Imanaga bounced back with six innings, one run, eight punchouts, no walks in an 8–4 Game 3. In between: Kevin Gausman exits, Danny Palumbo gets the out, Jacob Webb comes in, and the group is done pretending Webb is the closer. Zeferjahn's stuff is still there when it isn't flat. Edward Cabrera's 99 gets smoked up in the zone. Shelby Miller getting shut down with this bullpen is the move they can't explain.Then the good stuff. Pete Crow-Armstrong went yard twice, passed Billy Williams' 42 homers, then passed himself. The guys put it against Sosa '98 and call this the best Cubs season they've watched — defense, speed, and he's dragging a thin pitching staff. Alex Bregman almost hit for the cycle and has been a different player since July. Pedro Ramírez's work at second doesn't get buried just because Dansby Swanson is due back Friday against Cincinnati.With nine games left, they argue who's actually the most important Cub the rest of the way (Rolison, Palumbo, not PCA), whether 40/40 matters more than 50 bombs, first wild card vs. ducking Milwaukee, and how you handle a Reds series at Great American: Holmes–Burns, Boyd–Lodolo, Peterson–Lowder. Fly the W: Happ, Suzuki, Carson Kelly. Soak it in. FTR. Go Cubs.SUPPORT THE SHOW! Purchase your Chicago Cubs shirts from ⁠OBVIOUS SHIRTS⁠. USE CODE: ONTAPSPORTS for 10% OFF your purchase!Cubs On Tap is presented by ⁠⁠⁠⁠⁠OnTapSportsNet.com⁠⁠⁠⁠⁠, your go-to source for Cubs news⁠⁠⁠⁠⁠, analysis, and updates.Follow us on social media: ⁠⁠⁠⁠⁠@CubbiesOnTap⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠@OnTapSportsNet⁠⁠⁠⁠⁠Panelists: ⁠⁠⁠⁠⁠@JoeyKnowsNothin | ⁠⁠⁠⁠⁠@TeddyFreddy270 | @LuceOnTap | @Nick_OnTap

What if you could reach the top without leaving your health, your relationships, and yourself behind to get there? In this episode, Ariana Hall, executive coach to CEO founders, shares how a three-year-old asking for violin lessons led to a professional singing career in front of a million audience members, and eventually to coaching leaders of billion dollar companies. Ariana's path ran from art school to a conservatory program to world tours backing Rod Stewart and Adam Lambert. Then a career she never planned started chasing her. This conversation traces the long line of teachers who made that possible, beginning with a violin teacher who told her mother never to interrupt her daydreaming. [00:04:02] What She Does and Who She Serves Executive coach for CEO founders Believes you do not have to lose your sanity, health, and relationships to succeed Learned that lesson experientially before turning it into her work [00:05:02] The Unexpected Route Here Studied performing arts, theater, and music at an art school as a kid Went on to a conservatory program in college and became a songwriter Sang for roughly one million audience members over her professional career Backed Rod Stewart, Adam Lambert, and Engelbert Humperdinck [00:06:59] The Hospital Room in Laughlin Ended up in an emergency room at 24 with a kidney infection from touring dehydration Was given morphine without explanation and lost an entire day Missed a show and assumed she had lost her touring job A boyfriend broke up with her by phone in the same window [00:08:29] The Voice She Heard Reached deep to figure out where she had miscalculated Heard a clear voice say she was here to empower the voices of others It scared her because as a singer she did not want to empower her competition She later learned the phenomenon is called clairaudience [00:09:03] Standing at the Piano Years later, between voice students, she realized the words had come true Understood that focusing fully on this could become something significant The very next session was not a voice lesson but a voice activation She began working underneath the vocal problems rather than only on technique [00:10:17] From Voice Lessons to Executive Coaching Built an internal almanac of how self-expression works across people Moved into public speaking coaching in her thirties Clients were CEO founders who needed to speak well about their businesses They started asking for help with dating, marriage, kids, and direct reports [00:11:30] The Career That Chased Her She kept insisting she was just a singer while people kept hiring her Eventually turned toward it and accepted this was her career Realized she had amassed enough material that it was no longer public speaking [00:12:00] What Her Coaching Actually Covers Focuses on emotional intelligence rather than strictly business coaching Works on how leaders navigate their primary and key relationships Most clients are eight and nine figure business owners, some ten figure Currently works with a founder running a billion dollar company [00:13:30] The Inside and the Outside High-Fiving Her orientation is making sure a person's inner and outer life line up Much harder to achieve than it sounds She experienced the opposite while touring, successful but depressed Clients often arrive stuck despite appearing to have everything [00:15:50] What Impact Really Means to Her Defines impact as understanding your effect on others and being responsible for it Discovered that music could shift the emotional and physical state of thousands Realized that effect is powerful but short-lived, often gone within 24 hours Wanted to find something more lasting to do with the same skills [00:17:29] Giving the Tools to the Person With the Biggest Reach Asked who is positioned to make the biggest impact imaginable Took ten years to identify exactly what she is doing now Developed the underlying skills over roughly 20,000 hours Modern CEOs cannot wing it; messaging, culture, and hires all have to align [00:20:01] Client Impact: Craig Clemens Co-founder of Golden Hippo, a billion dollar company Came to her before that success as a single guy wanting to be more interesting They worked together about five and a half years and transformed every key area He told her he would tell his future children they would not exist without her [00:22:45] The First Relationship: Mrs. McClung At three years old Ariana asked her mother for violin lessons Mrs. McClung taught her the Suzuki method and how to make sense of vibration When her mother mentioned constant daydreaming, Mrs. McClung called it a sign of genius She told her mother never to interrupt it, which changed how Ariana was raised [00:24:44] The Teacher Who Spotted the Singing At about 11, a teacher told her mother she had real vocal talent Her mother started looking at art schools Ariana auditioned and got into the Palm Beach County School of the Arts She credits her mother for being available to hear all of it [00:25:32] Rachel LeBon and the First Day of Class Rachel had toured professionally before becoming a professor at University of Miami She opened the very first class by asking who would like to sing a song Ariana volunteered while the rest of the room stayed silent Rachel then told them a singer must be able to sing any time, anywhere, in front of anyone [00:27:42] The Call That Sounded Like a Prank A music director called offering her a world tour with Engelbert Humperdinck She thought it was fake and waited days before calling back They were leaving in six days and asked her to pick the other backup singer She gave the job to her best friend and toured about 250 shows a year for two and a half years [00:28:37] Lise Maria and Learning Who She Really Is Went to a small apartment in Santa Monica every week for a year and a half Never missed a single week and cried through nearly all of them Learned there are different parts of the self and how they connect Says the work went further to the core than therapy could reach [00:29:45] Joel and Moving Through the World Powerfully Worked with a mentor named Joel for about a decade Learned how humans think and operate across emotions, psyche, and personality Gained the ability to handle herself in any situation She credits him with the poise she carries now [00:34:36] You Make Your Teachers Proud Someone once told her that phrase and she asked where it came from She understands it as a Native American expression Whoever showed you how to do something well, you are making them proud There is only so far an ego can carry itself; guidance is necessary [00:35:30] Dawn Cartwright and Human Intimacy Dawn is an expert in human intimacy who is still alive and teaching Her work closed the remaining gaps in Ariana's understanding Ariana now coaches couples and individuals through intimacy issues Every one of her teachers loved her in a way that left a beautiful mark [00:37:44] Final Word: Highlighting the People Behind the Superstar She gives a great deal and is often not glorified for it She is the behind-the-scenes person who helps the superstar get there She was the superstar in her former career and understands the pressure She appreciates a show that highlights people who helped others   KEY QUOTES "I believe that you don't have to lose your sanity, your health, and your relationships in order to be successful." - Ariana Hall "Impact is understanding the effect you have on another, or many others, and being responsible for that, and that's not something a lot of people pay attention to." - Ariana Hall "I would not be the person that I am and help these leaders at the level I'm helping them if I hadn't been touched by each of those people along my path." - Ariana Hall CONNECT WITH ARIANA HALL Website: https://www.arianahall.com LinkedIn: https://www.linkedin.com/in/arianahall Email: ariana@arianahall.com   Thanks for tuning in! If you liked my show, please LEAVE A 5-STAR REVIEW, like, and subscribe! Find me on: Apple Podcasts | Spotify | iHeart Radio | Stitcher

Dr. Kageyama is a performance psychologist. He works with musicians around the world to apply sports psychology principles to music. Born in Marysville, Ohio, he began playing violin at age two. He later studied violin with Dr. Shinichi Suzuki, the founder of the Suzuki method. Dr. Kageyama holds a BA in psychology from Oberlin, a master's in Violin Performance from Juilliard, and an MS and PhD in Counseling Psychology from Indiana University. He is on faculty at Juilliard and the Cleveland Institute of Music. Dr. Kageyama's blog and podcast, The Bulletproof Musician, reaches over 100,000 readers each month.The Bulletproof Musicianhttps://www.juilliard.edu/music/faculty/kageyama-noahttps://www.instagram.com/bulletproofmusician/?hl=enThe Bulletproof Musicianhttps://www.youtube.com/channel/UCpl7EuaNIoiWtqUe2uqikmwEntrepreneur of the Month: Noa Kageyamahttps://Alpensong.comhttps://www.alphornassociation.org/ We want to thank our sponsors ANNA and Alpensong

On Jase du début du camp d'entraînement des Canadiens avec Marc Denis et Gilbert Delorme. - 0:00 Intro3:15 Marc Denis se joint à nous4:45 Lutte à prévoir à la défense avec l’absence de Kaiden Guhle : « ce sera la lutte la plus intéressante du camp »9:00 Marc met la table pour les matchs préparatoires à équipes séparées de la fin de semaine11:15 Pourquoi réunir Slafkovsky avec Kapanen et Demidov pourrait fonctionner?16:35 Une situation avantageuse devant le filet du Canadien contrairement à d'autres équipes dans la LNH?26:40 La fenêtre de la coupe s'ouvre pour le CH et tout le monde est de bonne humeur!30:00 Gilbert Delorme se joint à nous 31:20 Une nouvelle ère avec un calendrier de 84 matchs et un camp sans tests physiques et des matchs divisés37:00 On écoute les échos de vestiaire39:30 L'alignement des Canadiens fait jaser avec Montembeault, Newhook et Dach, en autre47:55 Chris Kreider va apporter une influence importante ses coéquipiers52:15 Kreider avec Caufield et Suzuki, ça réparti les forces et Gilbert aime ça!54:40 « Je suis écoeuré des clauses de non-échange, les joueurs ont trop de pouvoir » - Pour nous suivre sur nos différentes plateformes

Here is what mattered in powersports this week, and what each story means for your store.At BMW, the motorcycle side just out-earned the car side. The bikes made about 230 million euros in profit in the first half of the year. The car side saw profit fall 45%. And here is the part to chew on. Motorrad sold slightly fewer bikes and still made more money on each one. Less discounting. A richer mix. Tighter inventory. The same discipline we have heard from Harley and Polaris.That theme runs through the whole week. The best used dealers are the ones who turn fast instead of holding out for every last dollar. And the dealers who keep saying yes to buyers are the ones with a deep lender bench, because credit scores on new loans are slipping.This week's rundown:BMW Motorrad profit up 8.5% while the car side fell 45%. Why fewer units and more profit is the healthy trick, and what to tell a customer on the fence.Suzuki's first wave of 2027 bikes. The new SV7GX sport crossover at about $8,600, 40th anniversary GSX-R1000s, and refreshed RM-Z dirt bikes. Three different buyers from one announcement.Why Suzuki's reservation program is smart. It tells you which buyers are serious.Kawasaki recalls about 3,500 supercharged Teryx H2 side-by-sides. A drive part can break and throw metal. Stop riding, free fix, and a reason to get your best customers back in the service drive.Club BRP drew more than 4,100 dealers from 81 countries. The new Responsible Rider Masterclass is free safety training, and free safety training is free customer retention.Dealer of the Year went to Sheridan Powersports for Can-Am and RideNow Chandler for Sea-Doo.Honda opened its 2027 National Technician Contest. $8,000 and a shot at Team USA. Why a tech who feels seen is a tech who stays.Used prices are running about 10% higher than last year. Trade equity is real, and it is rocket fuel for a new deal.Take every trade, no matter the badge. A Honda store should still appraise the Polaris that rolls in. Wholesale what you do not want to keep.One caution on used. Inventory is still high, and if the brands pile on new unit discounts, used values can drift down later.Credit scores on new auto loans fell from 723 to 716. More buyers under 580. Why a thin lender bench is how good customers walk out.Watch on YouTube: https://youtube.com/@dealershipfixitConnect with Jacob: https://www.linkedin.com/in/jacob-b-berry/Follow the Fixit Online: https://linktr.ee/dealershipfixitMotoHunt for Dealers: https://dealers.motohunt.comSponsor: https://ziidms.com/fixit

In this hilarious prank call with Darren 'Whackhead' Simpson, the senseless survey makes a return to ask some interesting, awkward, and hilarious questions. This prank call aired on 14 September 2026. Kickstart your morning with a dose of fun, laughter, and the best feel-good tunes on Kfm Mornings! Darren, Sherlin, and Sibs are here to shake up your day with the freshest breakfast show in town. Brace yourself for the thrilling R20k Pop Quiz with Suzuki, a trip down memory lane with the Vinyl Classic, Darren’s legendary pranks, and the wildest stories from What’s Happening at the Courthouse with Rameez. Whether you’re in it for the laughs, the music, or the big wins, this is the only way to wake up right! Thank you for listening. Catch the show live on Primedia+ weekdays from 6 am to 9 am (South African time) http://bit.ly/3SQOET9 Find more from the show, and all catch‑up podcasts on Primedia+ http://bit.ly/3SQOET9 Subscribe to the Kfm 94.5 newsletters to stay up to date https://bit.ly/4y19mjc Let’s keep the conversation going online: Kfm on TikTok: https://www.tiktok.com/@kfmza Kfm on Instagram: https://www.instagram.com/kfmza Kfm on X: https://x.com/KFMza Kfm on YouTube: https://www.youtube.com/@Kfm945See omnystudio.com/listener for privacy information.

282 mph sounds like a headline until you hear what it feels like from inside the cockpit. We sit down with NHRA icon Angelle Sampey, a three-time Pro Stock Motorcycle world champion, to trace the path from a six-year-old on a Suzuki dirt bike to a driver chasing the next mountain: Top Fuel. Along the way, she explains why one moment at an NHRA race can erase every other plan and how a racing dream can coexist with a serious career off the track as a registered nurse.Angelle breaks down what a Pro Stock Motorcycle really is (hint: “stock” is mostly a myth), why 400 horsepower on two wheels changes everything, and what you risk when there's no roll cage and nothing holding you on. Then we get into the big transition: moving into an A/Fuel dragster under a closed canopy, strapped down with restraints, relying on radio communication, and learning the difference between comfort and true safety at speed. Her explanation of tire shake versus tire spin is as vivid as it is useful, and it shows how drag racing is won or lost in fractions of a second.We also dig into the people who make the results possible: crew chiefs, crew members, and sponsors, plus what recognition like top-driver honors and a Motorsports Hall of Fame induction means when you've lived the team side of the sport. After that, we pivot to automotive news with real shopper impact: U.S. new vehicle inventory levels, why hybrids are moving faster than EVs, and how brands like Cadillac and Toyota are facing awkward timing gaps and delays as they balance gasoline, hybrid, and electric strategies.Subscribe for more automotive talk, share this with a racing fan, and leave us a review with your biggest takeaway from Angelle's story.Be sure to subscribe for more In Wheel Time Car Talk!----  ----- Want more In Wheel Time car talk any time?     In Wheel Time is now available on Audacy!  Just go to Audacy.com/InWheelTime where ever you are.-----   -----Be sure to subscribe on your favorite podcast provider for the next episode of In Wheel Time Podcast and check out our live multiplatform broadcast every Saturday, 10a - 12nCT simulcasting on Audacy, YouTube, Facebook, Twitter, Twitch and InWheelTime.com.In Wheel Time Podcast can be heard on you mobile device from providers such as:Apple Podcasts, Amazon Music Podcast, Spotify, SiriusXM Podcast, iHeartRadio podcast, TuneIn + Alexa, Podcast Addict, Castro, Castbox, YouTube Podcast and more on your mobile device.Follow InWheelTime.com for the latest updates!Twitter: https://twitter.com/InWheelTimeInstagram: https://www.instagram.com/inwheeltime/https://www.youtube.com/inwheeltimehttps://www.Facebook.com/InWheelTimeFor more information about In Wheel Time Podcast, email us at info@inwheeltime.com

In this hilarious call with Darren 'Whackhead' Simpson, he pranks a couple who are engaged but not yet married, with a baby on the way. This prank call aired on 10 September 2026. Kickstart your morning with a dose of fun, laughter, and the best feel-good tunes on Kfm Mornings! Darren, Sherlin, and Sibs are here to shake up your day with the freshest breakfast show in town. Brace yourself for the thrilling R20k Pop Quiz with Suzuki, a trip down memory lane with the Vinyl Classic, Darren’s legendary pranks, and the wildest stories from What’s Happening at the Courthouse with Rameez. Whether you’re in it for the laughs, the music, or the big wins, this is the only way to wake up right! Thank you for listening. Catch the show live on Primedia+ weekdays from 6 am to 9 am (South African time) http://bit.ly/3SQOET9 Find more from the show, and all catch‑up podcasts on Primedia+ http://bit.ly/3SQOET9 Subscribe to the Kfm 94.5 newsletters to stay up to date https://bit.ly/4y19mjc Let’s keep the conversation going online: Kfm on TikTok: https://www.tiktok.com/@kfmza Kfm on Instagram: https://www.instagram.com/kfmza Kfm on X: https://x.com/KFMza Kfm on YouTube: https://www.youtube.com/@Kfm945See omnystudio.com/listener for privacy information.

La saison des pools de hockey bat son plein et pour l'occasion, l'équipe des poolers du LNH.com s'est réunie pour vous offrir le premier de deux épisodes consacrés entièrement aux poolers. Dans cet épisode du balado La tasse de café LNH, nos experts Nicolas Ducharme, Sébastien Deschambault et Hugues Marcil effectuent un survol des différents enjeux touchant les poolers dans chaque section de la LNH. Est-ce que Nick Suzuki et Cole Caufield pourront atteindre le plateau des 100 points et 50 buts, respectivement, de nouveau cette saison avec les Canadiens de Montréal? Quel sera l'impact de l'attaquant recrue Gavin McKenna chez les Maple Leafs de Toronto? Qui sont les joueurs à cibler au sein d'une équipe avec énormément de profondeur offensive comme les Capitals de Washington? Vous aurez les réponses, et bien plus, dans cet épisode. Notre équipe conclut le balado avec un segment de type face-à-face, alors que nos spécialistes doivent choisir entre deux joueurs. Une portion du balado qui pourrait vous aider à faire des choix déchirants lors de votre repêchage. Notre équipe vous proposera lundi un deuxième épisode dans lequel elle se prononcera sur les recrues à surveiller, en plus de vous offrir quelques recommandations. D'ici là, tout le contenu poolers du LNH.com, incluant les projections et les classements de joueurs, est disponible au https://www.nhl.com/fr/poolers/.  Bonne écoute!5:15 – Caufield et Suzuki aussi productifs cette saison?14:30 – L'impact de la transaction Brady Tkachuk25:00 – Les Capitals, un piège pour les poolers?34:30 – Quoi faire avec le dossier Hellebuyck?48:00 – McDavid, Draisaitl et Bouchard au sommet de la Ligue?56:00 – Celebrini et les Sharks à la recherche d'un quart-arrière32:30 – Face-à-face, quel joueur serait votre choix?

In this hilarious prank call with Darren 'Whackhead' Simpson, a good Samaritan's kindness quickly turns into a clever scheme. This prank call aired on 9 September 2026. Kickstart your morning with a dose of fun, laughter, and the best feel-good tunes on Kfm Mornings! Darren, Sherlin, and Sibs are here to shake up your day with the freshest breakfast show in town. Brace yourself for the thrilling R20k Pop Quiz with Suzuki, a trip down memory lane with the Vinyl Classic, Darren’s legendary pranks, and the wildest stories from What’s Happening at the Courthouse with Rameez. Whether you’re in it for the laughs, the music, or the big wins, this is the only way to wake up right! Thank you for listening. Catch the show live on Primedia+ weekdays from 6 am to 9 am (South African time) http://bit.ly/3SQOET9 Find more from the show, and all catch‑up podcasts on Primedia+ http://bit.ly/3SQOET9 Subscribe to the Kfm 94.5 newsletters to stay up to date https://bit.ly/4y19mjc Let’s keep the conversation going online: Kfm on TikTok: https://www.tiktok.com/@kfmza Kfm on Instagram: https://www.instagram.com/kfmza Kfm on X: https://x.com/KFMza Kfm on YouTube: https://www.youtube.com/@Kfm945See omnystudio.com/listener for privacy information.

In this hilarious prank call with Darren 'Whackhead' Simpson, one listener's paranoia took a humorous turn as he called a private security company to report a potential threat – his neighbour's singing voice. This prank call aired on 8 September 2026. Kickstart your morning with a dose of fun, laughter, and the best feel-good tunes on Kfm Mornings! Darren, Sherlin, and Sibs are here to shake up your day with the freshest breakfast show in town. Brace yourself for the thrilling R20k Pop Quiz with Suzuki, a trip down memory lane with the Vinyl Classic, Darren’s legendary pranks, and the wildest stories from What’s Happening at the Courthouse with Rameez. Whether you’re in it for the laughs, the music, or the big wins, this is the only way to wake up right! Thank you for listening. Catch the show live on Primedia+ weekdays from 6 am to 9 am (South African time) http://bit.ly/3SQOET9 Find more from the show, and all catch‑up podcasts on Primedia+ http://bit.ly/3SQOET9 Subscribe to the Kfm 94.5 newsletters to stay up to date https://bit.ly/4y19mjc Let’s keep the conversation going online: Kfm on TikTok: https://www.tiktok.com/@kfmza Kfm on Instagram: https://www.instagram.com/kfmza Kfm on X: https://x.com/KFMza Kfm on YouTube: https://www.youtube.com/@Kfm945See omnystudio.com/listener for privacy information.

In this week's 5 Yrs Ago Flashback episode of the Wade Keller Pro Wrestling Post-show (9-8-2021), PWTorch assistant editor Zack Heydorn guest hosts for Wade Keller and is joined by Eric Krol of PWTorch to discuss AEW Dynamite with an onsite correspondent, callers, and emails. Discussion points include whether or not this show was a success coming off the momentum of All Out, Bryan Danielson in AEW, C.M. Punk not playing wrestler and being a wrestler, Punk vs. Team Taz possibilities, MJF's Cincinnati promo, Jon Moxley vs. Suzuki in the main event, and more.Become a supporter of this podcast: https://www.spreaker.com/podcast/wade-keller-pro-wrestling-post-shows--3275545/support.

In this hilarious prank call with Darren 'Whackhead' Simpson, the senseless survey makes a return to ask some interesting, awkward, and hilarious questions. This prank call aired on 7 September 2026. Kickstart your morning with a dose of fun, laughter, and the best feel-good tunes on Kfm Mornings! Darren, Sherlin, and Sibs are here to shake up your day with the freshest breakfast show in town. Brace yourself for the thrilling R20k Pop Quiz with Suzuki, a trip down memory lane with the Vinyl Classic, Darren’s legendary pranks, and the wildest stories from What’s Happening at the Courthouse with Rameez. Whether you’re in it for the laughs, the music, or the big wins, this is the only way to wake up right! Thank you for listening. Catch the show live on Primedia+ weekdays from 6 am to 9 am (South African time) http://bit.ly/3SQOET9 Find more from the show, and all catch‑up podcasts on Primedia+ http://bit.ly/3SQOET9 Subscribe to the Kfm 94.5 newsletters to stay up to date https://bit.ly/4y19mjc Let’s keep the conversation going online: Kfm on TikTok: https://www.tiktok.com/@kfmza Kfm on Instagram: https://www.instagram.com/kfmza Kfm on X: https://x.com/KFMza Kfm on YouTube: https://www.youtube.com/@Kfm945See omnystudio.com/listener for privacy information.

"In analytic training, and actually through my own analysis, is really where it happened. I think I just got more of a sense that whatever was going on with my students and the parents of my students was maybe not about me. It might not be all up to me, and something about that really freed me up to do better work. Another way I'll describe what you're talking about is that I had an adult violin student several years ago, and she wanted me to explain everything. And I said, "Well, I can. Do you want to learn how the violin is played, or do you want to learn how to actually play the violin?" Those are two very different things to me. I feel like what happened in the course of my analytic training, in the course of my own analysis, is I learned how to play the violin. The pre-stuff to that was about how analysis is done, but I actually learned how to do it and how to be it by going through it.  Episode Description: We begin Ed's musical journey with his describing the importance of his musical family and community on his interest in learning to play an instrument. When watching his older sister play piano, he discovered the feeling of I want to do that. He pursued violin playing and studied with Shin'ichi Suzuki in Japan. He then returned to the States and in an effort to better appreciate his young students' experiences, he immersed himself in the world of developmental psychology and earned an MSW. Later he would pursue analytic training at the St. Louis Psychoanalytic Institute. This training enabled him to actually become an analytic clinician rather than learning about analysis. We discuss how his clinical work influenced his work as a music instructor, helping him consider "who I become to the student in the lesson." He shares with us the many mentors who have inspired and educated him in his two careers. It was when observing senior colleagues' nuanced analytic ways of thinking that he discovered anew his experience of I want to do that.   Linked Episodes: https://ipaoffthecouch.org/2020/05/31/episode-54-theres-a-real-person-in-there-reflections-on-a-life-in-psychoanalysis-with-warren-poland-md/   https://ipaoffthecouch.org/2023/04/02/episode-131-music-sounds-the-way-emotion-feels-from-the-piano-to-the-couch-with-julie-nagel-phd-dexter-michigan/   Our Guest: Edmund Sprunger, MSW is a psychoanalyst in private practice in St Louis. He holds a Masters in Social Work from the University of Michigan and trained at the St. Louis Psychoanalytic Institute, where he currently serves as its Director of Community Education and teaches in the institute's Advanced Psychodynamic Psychotherapy program. In 2018, he became the first recipient of the Institute's Lynne K. Moritz, MD Leadership Award. In addition, he has been an APsaA "Teachers' Academy" and "Psychoanalyst in the Community" fellow. He has taught violin for over 40 years, including over 300 workshops, lectures, and master classes throughout the world.  He holds a BA in music from Goshen College.  He also studied violin and violin pedagogy with Shin'ichi Suzuki, founder of The Suzuki Method, at his school in Matsumoto, Japan. He is the author of numerous articles in music education journals. His books, Helping Parents Practice:  Ideas for Making It Easier (Vol. 1) and Building Violin Skills: A Set of Plans Designed to Help Parents and Children Construct Positive Practices, are available from yespublishing.com.   Recommended Readings:  McDonald, M. (1970). Transitional tunes and musical development. The Psychoanalytic Study of the Child, 25(1), 503–520.    McDonald, M. (1970). The Suzuki Method, Child Development, and Transitional Tunes. American String Teacher, 20(1), 24–29.   Nagel, J. J. (2017). Managing stage fright: A guide for musicians and music teachers. Oxford University Press.   Suzuki, S., Selden, K., & Selden, L. (2013). Nurtured by love (Revised edition): Translated from the original Japanese text. Alfred Music.   Suzuki, S. (1982). Where love is deep: The writings of Shinʼichi Suzuki (K. Selden, Trans.). Talent Education Journal.  

Toyota didn't beat Mercedes by getting cheaper. It beat Mercedes by getting closer to the customer first. Here's the six-year research obsession behind the Lexus LS 400, and why undercutting your way to a full panel is a strategy that has already failed in a dozen other industries, and what Harvard's own pricing research says to do instead. By Michael Tetreault, Editor-In-Chief, Concierge Medicine Today "I'm a car guy, so bear with me on this one. There will be some good points [in this article], I promise. I know enough about engines to self-diagnose and wrench on them myself. Driving an old car with lifter problems through North Dakota and southern Canada in the '90s will teach you that." ~Michael Tetreault Today's article isn't about concierge medicine directly. It's about a distant cousin in the subscription-based healthcare world, direct primary care, or DPC. Over the past two decades, I've noticed more and more that there is a moment almost every DPC or low-cost, membership-based practice hits around year two or three, when the patient panel quietly stalls (catch the car pun). Growth that used to feel automatic starts to flatten out, and you notice it before you can quite explain it. That's usually right about when a competitor down the road launches at $59 to $93 a month, and a quiet voice in your head says: just drop the price. Fill the seats. Worry about margin later. That instinct is understandable. It is also, according to decades of business research and a growing body of data inside concierge and membership medicine itself, one of the fastest ways to damage the very practice you built to serve patients better. This is not a scolding. It is a strategy conversation, grounded in evidence, for low-cost subscription-based physicians who left, or are considering leaving, the insurance-driven system specifically to build something sustainable that has a low cost for the patients because you feel your altruistic nature pulling you to do so. But, if the goal is sustainability, the tactic matters. What "racing to the bottom" actually means Let's zoom out for a moment. A price war is what happens when competitors inside the same market repeatedly cut prices to undercut one another, creating a cycle where each side matches or beats the last cut. This "price-cutting momentum" pulls in competitors who feel forced to follow the initial price cut, and while it can create short-term benefits for the buyer, it erodes the profit margins of everyone competing. Harvard Business School researchers Akshay Rao and Mark Bergen, writing in Harvard Business Review, built a career studying exactly this dynamic across industries. Their conclusion, echoed by strategists since, is blunt: most price wars are avoidable, and the businesses that start them or get pulled into them rarely come out ahead. The Kinsta business blog, summarizing HBR's own internal analysis of the question, put it plainly: when businesses were asked whether they should engage in a price war, the overwhelming answer was "no." Instead, the research points toward differentiation as the more durable response to a low-cost competitor. There is a second, quieter finding in that same research that some physicians should sit with. Price itself shapes how a buyer perceives value, and a price set too low signals that the product is cheap, in the way a price set too high can signal it is a ripoff. In other words, the discount that was supposed to win the patient can be the very thing that tells the patient your care is not worth much. It's indeed, a delicate balance and it's different for every practice and every doctor. Why? Because of who you work for and serve: the patient. Every patient is different. Every practice is different. That makes this topic challenging but it's a conversation worth having because I want to see your practice thrive and more importantly, survive in your community. The framework underneath the instinct Michael Porter, the Harvard strategist whose work still anchors most first-year MBA curricula, described three durable paths to competitive advantage: cost leadership, differentiation, or a focused niche strategy. A company chooses to compete either through lower costs than its rivals or by differentiating itself along dimensions the customer actually values, in order to command a higher price. What Porter warned against was the position most panic-driven price cuts land a practice in. Porter's phrase for it is "stuck in the middle," and it describes an organization trying to be all things to all people, with no distinct competitive advantage as a result. Businesses caught here typically perform the worst in their industry precisely because they never committed to one strength. A DPC practice that quietly lowers its price to compete on cost, while still trying to deliver same-day access, unhurried visits, and so-called affordable white-glove service, is not competing on cost leadership. It is trying to sell a premium product at a discount price, and the math does not hold. Today, a medical practice or a company stuck in this position cannot beat a true cost leader on price, because it never built the operational discipline or scale to sustain that price, and it cannot beat a differentiator on the experience it promised, because the discipline required to deliver that experience costs money. Both promises erode at once. What the data inside DPC and low-cost membership medicine is already showing This is not theoretical for DPC and low-cost membership medicine practices. It is visible in the industry's own numbers. The 2026 State of DPC survey, distributed through the DPC Alliance and Hint Health's network, found a direct relationship between panel size and price. Practices with fewer than 200 patients averaged $105.93 per member per month, practices with 201 to 500 patients averaged $99.28, and practices with more than 500 patients averaged $77.74 per member per month. Read plainly, the larger the panel, the lower the average price charged per patient. That pattern is exactly what Porter's framework predicts happens to practices chasing volume without a differentiation strategy to protect price. It is worth noting this figure comes from Hint Health, a technology vendor with a commercial interest in DPC's growth, so it should be read as directional industry data rather than an independent audit. It is nonetheless the most comprehensive dataset the movement currently has. At the same time, the broader market is not short on room to compete on value instead of price. More than half of private healthcare consumers rank the cost of care as the most dissatisfying part of their current healthcare experience, and DPC's growth has been driven in large part by employers and patients who are tired of opaque, escalating costs elsewhere in the system, not by DPC being the cheapest option on paper. Employers now fund the majority, roughly 60 percent, of active DPC memberships, according to Hint Health's 2026 trends report, which signals that the buyers filling panels today are increasingly sophisticated purchasers evaluating value, retention, and outcomes, not simply hunting for the lowest sticker price. Regional pricing tells a similar story. Northeast DPC pricing rose 33 percent over five years, from $60 to $80 a month, even as national demand for the model accelerated. Practices in that region did not grow by discounting. They grew while raising price, in a market that was simultaneously expanding. The altruism problem no one names out loud Here is the part of this conversation that is specific to medicine and does not show up in a typical business school case study on price wars. Physicians are trained, deliberately and repeatedly, to put the patient's welfare ahead of their own. Medical professionalism itself is defined in the literature by principles of excellence, accountability, altruism, integrity, and humanism, all oriented around the patient relationship. That formation is not incidental. It is the point of medical education, and it is a genuine strength of the profession that should never be coached out of a physician. But that same formation has a side effect worth naming honestly. A rigorous study out of the University of Cologne and University of Rennes, published in the Journal of Health Economics, measured patient-regarding altruism in 733 medical students at different stages of training. The researchers found that patient-regarding altruism is highest among freshmen, declines significantly through the middle years of medical study, and rises again in the final year as students begin assisting in clinical practice. Students with lower income expectations showed higher altruism scores overall. Sit with that last finding. The training that makes physicians excellent, trustworthy, patient-first clinicians also correlates with a documented discomfort around charging what care is actually worth. That discomfort is admirable in the exam room. It becomes a strategic liability in the business office, where it quietly nudges a physician toward the lowest defensible price rather than the price that reflects the value delivered, the access provided, and the sustainability required to keep serving that same patient for the next twenty years. This is not a call to abandon altruism. It is a call to separate two different questions that get tangled together under stress: am I a good doctor and am I running a sustainable practice. A price built out of guilt is not more altruistic than a price built out of strategy. A closed practice serves no one. What other industries learned the hard way Medicine is not the first field to face this exact temptation, and the businesses that raced to the bottom on price rarely tell a happy ending. Rao and Bergen's HBR research spans industries from B2B and agribusiness to healthcare and the nonprofit sector, and the throughline in that body of work is consistent: firms that respond to a low-price competitor by cutting their own price usually shrink the whole market's profitability without gaining durable share, because the competitor simply cuts again. The winners in price wars, when there are any, tend to be the largest players with the deepest balance sheets, the ones who can absorb losses the longest. A solo or small-group physician practice is almost never that player, and should not try to be. The lesson for low-cost DPC physicians is not abstract. It is Porter's choice, stated as a decision every practice has to make deliberately rather than by drift: compete on being demonstrably, operationally the lowest-cost, highest-efficiency provider in your market, which requires real scale and real systems, or compete on being demonstrably different in a way patients value enough to pay for. Trying to hold both at once is what leaves a practice, in Porter's words, stuck in the middle, with margins too thin to sustain the very things that made the practice worth choosing in the first place. The Lexus Lesson: Price Is a Result, Not a Strategy Circling back to my car guy roots, there is an automotive story worth every physician's attention here, because it is one of the clearest business case studies ever produced on the exact question this article is asking you if you're a DPC physician. It comes from Hagerty's "Revelations" series, hosted by Jason Cammisa, on the origin of the 1989 Lexus LS 400, and it has been retold in detail across automotive trade press and in Chester Dawson's book Lexus: The Relentless Pursuit. The origin story matters as much as the engineering. Toyota's first American export, the Toyopet Crown, was a flop, selling only a few hundred units before Toyota pulled it from the market in the late 1950s. Twenty five years of steady rebuilding later, Toyota had become the largest importer of vehicles into the United States, and that success triggered a protectionist response. In the early 1980s, the U.S. government pressured Japan into so-called voluntary export restraints, capping Japanese auto imports at roughly 1.7 million vehicles a year. With volume capped by government policy, Toyota USA's Yukiyasu Togo pushed a different lever: if the company could not sell more cars, it needed to sell more profitable ones. That constraint, not ambition alone, is what pushed Toyota into the luxury segment. In 1983, Toyota's then chairman Eiji Toyoda greenlit a secret effort known as Project F1, for Flagship One. Where a typical vehicle program of that era might use around 200 engineers and a few hundred million dollars, F1 was reportedly given no fixed budget and a development team of roughly 1,400 engineers, 60 designers, and thousands of additional technicians and support staff, spread across a six-year effort widely reported to have cost in the neighborhood of a billion dollars. What that team actually did is the part physicians should study closely. Rather than guess at what luxury buyers wanted, a team of designers and engineers relocated to a rented house in Laguna Beach, California, and spent months directly observing affluent Americans: watching valet stands outside country clubs, studying the furniture in high-end homes, and even analyzing the leather scent inside Jaguar interiors closely enough to reverse-engineer the tanning process. They tested switchgear and steering wheel ergonomics against how women with long, manicured nails actually interact with a dashboard. This is the practice Toyota calls genchi genbutsu, going to see for yourself, rather than relying on assumptions about the customer. Separately, Toyota's research uncovered something more specific and more useful than "people want a cheaper luxury car." Mercedes-Benz owners loved the prestige of their cars but consistently described the dealership experience itself, the pressure, the wait, the sense of being talked down to, as miserable. Lexus rebuilt the entire buying experience around that single insight. Sales moved from an elevated desk to a shared coffee table, removing the physical power imbalance of a traditional car sale. Only 80 of roughly 1,500 dealer applicants were approved to sell the car, each required to invest several million dollars and submit to ongoing customer satisfaction audits. The product and the experience of buying it were treated as a single, inseparable offer. The engineering discipline underneath all of this was, by most independent accounts, extreme. Chief engineer Ichiro Suzuki pursued a drag coefficient of 0.29, well below the S-Class's 0.36 to 0.37, without relying on a rear spoiler, which he considered an inelegant shortcut. Interior noise was engineered down to roughly 58 decibels versus about 60 for the S-Class, and multiple road tests reported the LS 400 was as quiet at 125 miles per hour as its German rivals were at 95. Prototypes logged well over a million miles of testing, and engineers reportedly disassembled competitor vehicles to study exactly how they failed over years of use, then engineered around each weakness. When the LS 400 launched in 1989, it was priced at roughly $35,000, commonly cited as about half the price, or as much as $30,000 less, than a comparably equipped Mercedes-Benz S-Class. The price gap was so large that BMW reportedly suggested Toyota was selling the car at a loss. Within two years, Lexus had overtaken Mercedes-Benz as the best-selling luxury import brand in the United States and topped J.D. Power's quality and service rankings, and Mercedes is reported to have lost roughly a quarter of its U.S. sales in the aftermath. Here is the part physicians should sit with. The low price was not the strategy. It was the output of the strategy. Toyota did not set out to build a cheaper Mercedes and work backward. It spent six years and enormous resources removing the specific frustrations its own research showed were driving prestige-loving customers away, then engineered a manufacturing process disciplined enough to make that quality repeatable at scale, and only after that work was done did it set a price the market would reward. The aggressive price was possible because the operational excellence and the customer research underneath it were real, not because anyone at Toyota decided to compete by cutting corners. This is the distinction that gets lost when a DPC or low-cost membership medicine practice drops its membership fee simply to fill a panel out of fear. Toyota's price was earned through relentless, well-funded engineering and firsthand study of exactly what its target customer resented about the existing options. A practice that lowers its price without first doing that same work, actually going to see for yourself what frustrates the patients you want to serve, and building a practice that removes those specific frustrations, is doing the opposite of what Lexus did. It is cutting the price before it has earned the right to. The translatable lesson is not "charge less." It is this: find out, directly and specifically, what your patients are actually frustrated by in the healthcare experience they already have, build a practice that removes that frustration with real discipline, treat the entire patient experience, not just the clinical visit, as part of the product, and let price follow from that work rather than substitute for it. Toyota spent six years in the field before it touched the price tag. Most practices considering a discount have not spent six weeks asking patients what specifically is broken in the care they are currently getting. What to build instead None of this means price is fixed or that access should be reserved only for the wealthy. It means the starting question changes. Instead of asking what is the lowest price that will fill my panel, the more durable question is what does my practice do that a patient cannot get anywhere else in this market, and does my price reflect that honestly. That might be same-day access. It might be visit length. It might be a specific clinical focus, a specific population, or a specific relationship to a local employer. Differentiation does not require the highest price in the market. It requires a clear, honest reason for the price you have chosen, one you can say out loud to a patient without flinching. Panel growth built on discounting tends to attract patients who are price-shopping and will leave the moment a cheaper option appears next door. Panel growth built on a clear, differentiated value proposition tends to attract patients who stay, refer, and tolerate a price increase because they understand what they are paying for. This article is intended for educational and informational purposes for physicians and healthcare leaders. It does not constitute financial, legal, accounting, or medical advice, and practice pricing decisions should be made in consultation with qualified financial and legal advisors familiar with your specific market and regulatory environment. Sources Rao, Akshay R. and Bergen, Mark E. "How to Fight a Price War." Harvard Business Review, March-April 2000. hbr.org/2000/03/how-to-fight-a-price-war "Price war." Wikipedia, accessed August 2026. en.wikipedia.org/wiki/Price_war "How a Race to the Bottom Hurts Your Business's Bottom Line." Kinsta, July 15, 2024. kinsta.com/blog/race-to-the-bottom Porter, Michael E. Competitive Strategy (1980) and Competitive Advantage (1985), Harvard Business School Press. Summarized via "Porter's generic strategies," Wikipedia, and Strategic Management Insight, strategicmanagementinsight.com/tools/porters-three-generic-strategies "State of DPC 2026: Key Takeaways From DPC Alliance's Physician Survey." Hint Health, July 18, 2026. blog.hint.com/state-of-dpc-2026-key-takeaways-from-the-dpc-alliances-physician-survey "Hint Health Releases 2026 Direct Primary Care Trends Report." Hint Health, April 23, 2026, distributed via PR Newswire, Yahoo Finance, and Morningstar. "DPC Membership Pricing Trends." Hint Health Blog, June 24, 2022. blog.hint.com/dpc-membership-pricing-trends "High cost of health care may be boosting direct primary care membership." Medical Economics, November 16, 2025. medicaleconomics.com/view/high-cost-of-health-care-may-be-boosting-direct-primary-care-membership Sagebien, Julia; L'Haridon, Olivier; Wiesen, Daniel; et al. "The formation of physician altruism." Journal of Health Economics, Vol. 87, 2023. sciencedirect.com/science/article/pii/S0167629622001308 (also indexed on PubMed, ID 36603361) "Professional identity formation of clinical medical students during and beyond the pandemic." PMC, National Library of Medicine. pmc.ncbi.nlm.nih.gov/articles/PMC11150932 Cammisa, Jason. "The Absurd Engineering Obsession Behind the 1989 Lexus LS 400." Hagerty Revelations, YouTube, youtu.be/i15Ii4yetLM "How the Lexus LS400 Crashed the Luxury Party." Autoblog, October 2, 2025. autoblog.com/features/how-the-lexus-ls400-crashed-the-luxury-party "How Lexus defeated 'the best car in the world.'" Motoring Research, July 25, 2024. motoringresearch.com/car-news/lexus-ls-400-review "Lexus LS 400: 'the finest V8 engine in the world.'" Cult Classics, Adrian Flux, August 21, 2023. adrianflux.co.uk/cult-classics/lexus-ls-400-the-finest-v8-engine-in-the-world Dawson, Chester. Lexus: The Relentless Pursuit. John Wiley & Sons, revised edition. Publisher synopsis via AbeBooks, abebooks.com/9780470828045 A detailed companion recap of the Hagerty Revelations episode, covering Project F1 staffing, the Laguna Beach research house, the coffee-table dealership model, and Suzuki's engineering targets, was supplied directly by the editor. Its original publisher and byline could not be independently confirmed at time of writing. Facts drawn from it (drag coefficient, price gap, engineer count, dealership vetting) were cross-checked against sources 11 through 15 above before inclusion, and the editor should confirm original attribution before publication.

Join Luke as he analyses Aston Villa's performance against Hull City. On the show Luke takes a look at Aston Villa in all 3 different phases of the game. Luke also analyses the game visually with key moments from the game. UTV this season is powered by the brilliant website XG STAT - www.xgstat.com #avfc #astonvilla #premierleague

Sergio Avanto, now at FOX MTB, talks about the innovations in MTB that could work in moto, his path in and out of the motocross industry, working with James Stewart, Chad Reed, Ryan Villopoto, Ken Roczen and others, the politics in factory racing, his accomplishments, regrets and more. --- CHAPTERS --- 00:02 Show intro & sponsor rundown 01:18 Guest intro: Sergio Avanto 02:36 Sergio's return to mountain biking with FOX 04:28 MTB suspension customization, fork tech & OEM testing 14:52 Fork tech evolution & the e-bike suspension challenge 20:20 Specialized's Genie Shock & American vs European rider styles 24:05 Ad reads & FOX's Live Valve NEO system 31:58 USD forks, Answer Manitou & breaking into Factory Yamaha 38:20 Learning suspension from John R and Ross Maeda 44:27 James Stewart's photographic memory & Kawasaki whoop curve 52:24 Adapting bikes to riders (Barcia) & Kawasaki's data problems 59:46 James' L&M fork stiffness debate & Suzuki's frame edge 1:07:34 Ad reads & the pivot-point/AMP-link history 1:13:10 Honda's 2027 bike, leaving Yamaha & Keith McCarty 1:19:02 Kawasaki/RCH suspension politics: Barcia and Roczen 1:31:19 Roczen's low-maintenance Suzuki title & building FOX's MotoShock 1:35:22 Aftermarket suspension struggles & the L&M/Larry Brooks fallout 1:41:31 Ad reads & what made elite riders special 1:44:29 Toughest riders to reach & why data-driven setups fail 1:53:15 Kawasaki's inflexible setups & leaving for RCH 1:57:34 Toxic Suzuki team rivalry & Villopoto as best tester 2:03:43 Happiest career moments & would Sergio return to moto 2:09:58 Custom NEO tune requests & sign-off 2:12:16 Outro

CEO Ockert Janse van Rensburg reports that Tata is again doing very well and last year 57% of vehicles imported actually came from India – the likes of Suzuki, Toyota, Hyundai, Kia and Renault.

"Everything we do and for how long and intensely we do it affects our brains." —Wendy Suzuki, PhD., author of Healthy Brain, Happy Life We each have the ability to expand and improve the quality of our life. No matter what our age, our brain is capable of expanding in its cognitive abilities. We just need to remember to exercise it. And the beautiful discovery I want to share with you today is that often how we exercise our brain can be not only enjoyable, but elevate our entire life. A win-win in which we are the fortunate recipient that holds the keys to giving to ourselves. In a book that came out in 2015, interactive researcher and well-known TEDx speaker, Dr. Wendy Suzuki shares in Healthy Brain, Happy Life that when we understand what plasticity means when it references the brain, "the idea that the brain has an essential ability to change as a result of experience" we open up encouragement to continue to give it opportunities to stretch, expand and discover. Which means that we are reminded that forever learning, permitting our curiosity to be our guide is not a silly prospect, but a necessary one to live a long and healthy and yep, happy life. Today, I would like to share with you nine practices and ideas, explained through Suzuki's shared rearch of how to keep our brain healthy and thereby enhancing the quality of our lived experience each day. Tune in to the episode as we explore this topic and find the Show Notes on The Simply Luxurious Life blog here - https://thesimplyluxuriouslife.com/podcast443 

Welcome to this morning's edition of the Holtecast, and like us, you're probably breathing a sigh of relief – the transfer window is now shut and with a narrow defeat to Arsenal on Monday, there are plenty of positive as the season rolls ahead.There's still time to join in on the fun and sign up for our FPL league, The Holtecast Cup, for your chance to win a prize: https://fantasy.premierleague.com/leagues/auto-join/ndaioeYou can listen for FREE on Acast, Apple Podcasts, and Spotify - dig in!WHAT DO WE DISCUSS?The first home game of the season; a good response to the opening day defeat?Positive debuts from Jackson and Suzuki.No shots on target or goals yet, but plenty of encouraging signs!Were Villa more proactive than reactive in the summer market?And much more!STAY CONNECTED:Email: holtecast@gmail.comX: @HoltecastPodThreads: HoltecastBluesky: @holtecastpod.bsky.social Hosted on Acast. See acast.com/privacy for more information.

What did Dr. Deming really mean when he said to "cease dependence on mass inspection"?    In this episode, Balaji Reddie and host Andrew Stotz unpack why one Ford manager's decision to fire his inspection team missed the point entirely. They explain how inspection can help leaders understand and improve the process, rather than simply sort good from bad.    They also explore why Deming's 14 Points must be understood as a system, including his evolving call for cooperation and win-win thinking among employees, customers, suppliers, and even competitors. Whether you are new to Deming or have studied his work for years, this conversation offers a sharper way to think about quality, systems, and improvement.   TRANSCRIPT 0:00:02.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. Balaji, how are you doing today?   0:00:25.1 Balaji Reddie: Oh, I'm doing good. We're meeting after a small little gap, and in the interim I think a few things happened. One of the major things, I think you and I were really happy to see that Bill Scherkenbach sent us a lovely photo. So Bill, if you're listening to this, thank you so much, of course we thank you for the photo. We mentioned the last time or rather when we were speaking that I said that there used to be a group of people that used to meet over the weekend. I don't know what the actual protocol was, but all of the so-called core Deming people, you know, like Gipsie Ranney and Nida Backaitis, I hope I'm getting the names right, Barbara Lawton. And I remember Henry Neave saying he was a part of that. So I didn't see that in the photo. So, maybe one of the weekends he was there over in America and so he was there because he mentioned this. And so Bill very kindly said what it was christened. It was christened the Cosmos Club. And then he shared a photo. So Bill, thank you so much. And also helping us identify most of the people in that photograph. If sometime we could share it with the Deming Institute, if they could show it as part of the... If ever we convert this into some kind of video later on with some slides and things like that, they could add that in.   0:01:53.0 Andrew Stotz: Yeah, it's still wonderful.   0:01:53.7 Balaji Reddie: That was wonderful. Yes.   0:01:54.9 Andrew Stotz: It's a great picture. In fact, I'm gonna just make sure that I download it for today's episode.   0:02:00.9 Balaji Reddie: Yes, yes.   0:02:01.7 Andrew Stotz: Because I'll supply it to the Institute and ask Bill if we can use it. Let's see.   0:02:08.4 Balaji Reddie: Yeah, I mean, I presume that he would want us to ask, but he is very big-hearted. I think he wouldn't mind at all.   0:02:14.7 Andrew Stotz: He looks like a spring chicken in that picture. [laughter]   0:02:17.2 Balaji Reddie: Oh, yeah, all of them. There was Joyce Orsini too there. It was nice to see the whole jing-bang gang, as they call them, [laughter] the Cosmos Club. But wonderful. So, yes, so last time we were discussing point number one and we saw his interpretation in the broadest sense of constancy of purpose. I shared also what he was saying towards the end of his life that he said, "Create and publish the statement of the aims and purposes of the company or other organization." So he was envisioning that it's no longer one company. It's a family of companies working together. And so there has to be something that binds all these companies together because today's business is very complex. The family is actually globally dispersed. And so there has to be a common thread that links all of these organizations together and that has to be the statement of purpose. Why do we exist? Each could have their own, you know. Because that's what Deming said in the word interdependent components of a system. And interdependent means being independent and mutually dependent simultaneously. So independent does not mean isolated. It means autonomous, that means you go by yourself. You could have your own purpose, but you need to align it with the purpose of the companies you're actually contributing to, which is amazing. So he asks us to look at it that way. And he said that the purpose should be to impact people in the broadest sense of the term. And you, in fact, brought that up, that quality, and we saw what he meant by quality. And then I think we discussed the purpose of educational institutions, et cetera, et cetera. What should they be?   0:04:07.5 Balaji Reddie: So that was point one. Now we get to point two. And I'll start with the original wordings which he wrote in 1986. So let me just pull that up here. He says here that, "Adopt the new philosophy. We are in a new economic age." And then he very specifically states, "Western management must awaken to the challenge, must learn their responsibilities and take on leadership for change." Now, let's look at it both ways because in 1990 he reworded this completely. But let's get back to what he meant in 1986, the new philosophy. Now, what was the new philosophy? What did he mean then? Recently I heard, or I think I saw, Dr. Joseph DeFeo, that is the current CEO of Juran Institute, release a version of the 14 points, or rather saying that these were Dr. Deming's 14 points. And I saw what he wrote there about point number two, which was his interpretation. Now, when I look deep, actually, it looked more like Dr. Juran's interpretation of the 14 points. Incidentally, talking about Dr. Juran and the 14 points, it's no secret that Dr. Juran always said that Deming did not speak much about management, he spoke only about statistics, blah, blah, blah. But there was, if you know, part of the inner circle of Dr. Deming was Dr. Myron Tribus. And Myron Tribus, if you know, was a director at MIT for some time, right? And around the time Deming was there at the Center for Advanced Engineering Study. And when... He, of course, went and met Dr. Juran to speak to him about the 14 points, and then they had a discussion for half a day on the 14 points, and Dr. Juran agreed with every single one of them. He said, "Yeah." He said, "He's spot on." But then he said that he never spoke of management then, and so he stuck to his version that he taught statistics to the Japanese. Anyway, let's leave that aside.   0:06:19.0 Balaji Reddie: But when he spoke about point two, and that's what Juran's interpretation was, that the new philosophy was quality should be the basis for running a business. That was the new philosophy, right? And he said that top management, of course, Deming always said that top management should be involved because unless that happens, nothing happens inside the company. So the new philosophy, what now we interpret is what Dr. Deming was trying to say in 1986, was "quality is the basis for running an organization," right? And quality, again, what we discussed last time, in the broadest sense of the term, not just of a product or a process, but the way you conduct yourself as a business, as a people. So that was the new philosophy. And he said that you should take on leadership for change, and he aimed it at Western management at that point in time, right? So that was the 1986, and he goes on to explain that, saying that we are living with commonly accepted... Because he was trying to shock the Americans at that time, right? If you try to realize when they woke up to quality in the 1980s, primarily to be... I mean, to their credit, to the American businesses, that they were doing a lot of course correction. They realized that they had done things wrong for 20 years, and a lot of course correction started happening, and they started seeing benefits. So they started interpreting that as improvement when actually it was just a correction. And I think Deming wanted to bring in that shock treatment to them, and he said improvement is not enough, right? So at that point in time, that new philosophy was basically that, okay, you're doing it right, but it's not enough. And that's why it has to come from the top. So top people have to be involved. And that was how they interpreted this.   0:08:12.1 Balaji Reddie: And we also looked at it that way. But in 1990, he changed the wordings of the point two, and that was in light of what he had started professing, which was a System of Profound Knowledge. So I'll just read out what he wrote in 1990. He says now, "Adopt the new philosophy of cooperation and win-win, in which everybody wins. Put it into practice and teach it to your employees, your customers, your suppliers, and" why not "your competitors." So that was, I think, the new philosophy. Much of the stuff, if you start seeing, Andrew, when I look at all the 14 points, the 14 points have to be interpreted through the 14 points.   0:09:06.7 Andrew Stotz: Right.   0:09:07.8 Balaji Reddie: You need to understand the purpose of each point. You need to understand that they're a system. And that's why you can't just read them sentence by sentence and want to implement them, if you know what I'm trying to say here. They're a system by themselves. So you need to interpret them the right way and through the 14 points... I don't know if I'm making sense to you, but that's exactly how these are. He wanted it to be that way. So you can never tell that you've understood it completely. You're getting me? You're learning something new about it every single day. And as you start looking at things around you through the lens of Profound Knowledge, you will see things differently. And sometimes you see some gaps with the sentences that Dr. Deming was uttering, and then you say, "Okay, okay, this, this, this, I understood it now. I need to make this correction." Right? And so you can never say that I've completely understood them. I mean, after all these years, still reading Out of the Crisis, still doing the series with you, has been a catharsis for me. It's revisiting these things all over again. This, despite the fact that I've been teaching this regularly to my students for the last 20-plus years, it's still new for me.   0:10:24.4 Andrew Stotz: And so could I describe what you just said about interpreting it within the system is that really, that's the thing about systems thinking, is that you can no longer look at an individual part. Every time you get a deeper meaning or understanding of an individual part, that changes the way you view the overall system and the interconnectedness of everything.   0:10:48.6 Balaji Reddie: Exactly.   0:10:48.9 Andrew Stotz: Where life would be much more easy if we could just, "Okay, I understand that one thing deeper and deeper. I can make a control chart better and better and better."   0:11:01.1 Balaji Reddie: So, it's crazy. And this realization came on me way back in, I think around '98 or '99, when I was teaching this, the 14 points, for the third or fourth time. I think I mentioned this in episode one and two, where I told you that it was very easy for me to teach the works of Philip Crosby, very easy to teach the work of Dr. Juran, because they gave methods, they gave steps. But Dr. Deming didn't give anything. You just couldn't show the wording on the slide and get away with it. You had to explain what he wanted us to do. And then, I mentioned this before, you can go back and listen to that episode, but I said that it suddenly struck me, "God damn it, these points are a system." And when I was describing this and I explained this to Hazel Cannon, and she said, "We call this in Deming-speak an 'aha' moment. You had your 'aha' moment." She said, "That's the beauty." She told me once that in the middle of the night, at 3:00 in the morning, she understood what he was trying to say, and she called up Dr. Deming.   0:12:11.3 Balaji Reddie: And he was very, very patient. He listened to her. And she said, "I'm sorry. I..." He said, "I knew you'd understand." That's all he said. So he used to be very happy when people used to call back and suddenly say, "We realized it now, what you were trying to say then." So it's a moment of realization. So this point to... If you read some of the notes that he gave to the Japanese in 1950, and incidentally, it's they who made the notebook and then he added on to it, if you know, Elementary Principles of the Statistical Control of Quality, first edition and then the second edition. And when they made the first edition, they had actually done this without his permission. But when they told him that we made these notes, they thought that he would be a little upset because of copyrights, blah, blah. But instead he was so happy that they'd done that, he actually helped them with the second edition. And if you read those notes, a lot of things there where he was speaking about cooperation, about understanding people. So that may not have been explicitly stated by him in his lectures in Japan, they understood it. Right? And that's a very... I don't want to sound communal here, but a very Asian way of looking at it. Because our languages are very metaphorical, so we always look for different meanings to the statements being uttered. And we always look out for what has this person actually not said, which I... Or rather, yeah, has not said, which I have not heard, but I need to hear. Right?   0:13:46.5 Balaji Reddie: So that's amazing, how they looked at what he was saying. I'll give an instance here where he talks about the use of the control chart, and he says that you can use it for training a worker. And then if you see that before and after training, there's been no change in the control chart, well, then the worker's attained his optimum. Then use that worker somewhere else. He talks in a very positive way about understanding people. And then going back to what we spoke in our second episode about the principles of leadership, it comes back there, that choose people in the right way and optimize all of their aims, hopes, et cetera. So coming back here, the new philosophy, basically, now we can interpret it as what he intended it to be in 1990. He said, "Win-win." But the original wordings are also... You don't replace it, you add on to it, right? So we look at it this way, that he meant that quality should be the center point of running your business. People at the top should be involved. And now we talk about cooperation, win-win. And he says this, "Teach and practice this." Now, all these things are easier said than done. We know that. But we should make an attempt. So employees, your customers, your suppliers, and your competitors. Sometimes it could be funny, right? You go up to your competitor and you say, "Look, I think we've done enough of this, going at each other's throat. Let's get together to do something." And obviously the other person will say, "What's the agenda?" They'll think you have some hidden agenda. So it's gonna be difficult when you start doing this. But I think that's become... Slowly people are warming up to that idea of being close to your competitors and learning with them and from them. Right? We don't look at them as a rival in the true sense, trying to cut the other guy down and things like that. But that's the way it is. And if you say that it's a cutthroat thing, but we need to have some things in common before we decide to branch out and go our own way. Right? So there has to be some kind of a cooperation so that win-win... But main thing is to win, that is, everyone wins. He says, "Some may win less than others, but we all win just the same." So the whole purpose was that. Yeah.   0:16:02.4 Andrew Stotz: It's interesting because I remember hearing that when I was younger and the first thing is cooperating just within a team. The second one is cooperating maybe within a department. Another one is cooperating within a business. And then... That's already hard enough to get to. And then he talked about cooperating within an industry. And of course, there are anti-trust laws in America, which he wasn't talking about colluding on prices to take advantage of the position against the customer. But he was also... I think if we look at AI right now, the development of artificial intelligence, and to what extent could the industry work together to safeguard, for instance, or to understand the development of the energy needed to do this, you know.   0:16:54.4 Balaji Reddie: Yes.   0:16:55.3 Andrew Stotz: Or how do countries across the world work together to make sure that one doesn't have an unfair advantage with AI or with energy or that type of thing? So, yeah, it was definitely interesting when I first heard it. But as I look at it now, I get what he's saying about the industry cooperation.   0:17:15.3 Balaji Reddie: Yes, I saw this in our country, in India, where you had the rival mobile service providers getting together and realizing that the hardware needed was the same, the software would be different. So they got together and created a company, you heard that right, a company, that set up mobile communication towers. So there are no multiple towers everywhere for each mobile provider. There's one set of towers, and it was a separate company. And by the way, that company went on to win the Deming Prize.   0:17:48.0 Andrew Stotz: Interesting, interesting. It's interesting that the concept for point number two is... And sometimes I read it and I think, "Adopt the new philosophy." It's kind of obvious, isn't it?   0:18:04.1 Balaji Reddie: Yeah. [laughter]   0:18:05.8 Andrew Stotz: And that's where part of what you're talking about, about understanding all of it through the Deming 14 points lens.   0:18:13.7 Balaji Reddie: Right. Yes.   0:18:14.9 Andrew Stotz: But I can also think... I wanted to highlight back for those people that weren't around at that time. I graduated from university in 1989. I went to work at Pepsi. And so Out of the Crisis came out about 1986. And I remember during my years at university, the Japanese were just killing the American car manufacturers. And the motorcycle companies were killing... Honda and the others were killing Harley-Davidson.   0:18:43.2 Balaji Reddie: Right.   0:18:43.5 Andrew Stotz: Even to the extent that Harley-Davidson and others went to the government to try to get Reagan to give them tariff protection, which he did, in fact. But there was a huge debate I had in class, I remember, about protection versus competition. And it just highlights what was going on. And so Out of the Crisis, as you mentioned, the title, just the idea of shocking people to say, "We're in a crisis," I think at that time it was really apropos. And also the other part is he's talking about Western management.   0:19:21.1 Balaji Reddie: Yes.   0:19:21.4 Andrew Stotz: Western management. And now you look at... Japan was really doing great at that time. And now we have Japan and China that's also made huge strides. And so it's just so fascinating that he was directing it at Western management for sure, that we've got to fix things. And sometimes I look back and I think, "Oh yeah, Western management learned and improved," because we've got so much innovation going on in America as an example and all of that.   0:19:52.6 Balaji Reddie: Right. Right.   0:19:53.4 Andrew Stotz: But sometimes I look at the developments of the Chinese or Japan and I think, "Hmmm...Did we learn? Did we learn?" Look at the trade balance, look at the amount of debt, look at that in the US and you think, "I don't know." I'm curious, how would you score it?   0:20:09.5 Balaji Reddie: Yeah, I mean, that's just what I had to say. So the whole approach towards this whole thing being holistic, not just looking at it from a very narrow point of view and realizing that we need each other, we can't do without... We call them competitors, but they are also helping us do a better job. They're pushing me to look out for what I'm good at and I don't have to put somebody else down to show myself as big. And if I contribute to the industry in a very big way, not only do I gain, others gain, and if I share, then they would also share with me, right? So that realization, I think, is coming in. And if you think about this, it was very interesting, the mathematician by the name John Nash, if you remember him, he actually postulated this in terms of mathematics in 1950, and he got a PhD from Princeton for this. Now, I would give full credit to the jury listening to his dissertation, defending his thesis, that you had to do this because, interestingly, he gets a Nobel Prize for that in 1974. It took 24 years for the world to figure out what he was trying to say. And you want to go read that, he was thinking win-win.   0:21:41.7 Balaji Reddie: So I often wondered if Dr. Deming, John Nash, did they know each other? Obviously, they didn't, but they were thinking and saying the same thing in two different parts of the world. He was doing that here in the US and Deming was talking about this there in Japan, and he was talking about telling the Japs that Japan must see itself as a system. And so all their companies actually work together. We see them as versus; they don't see each other as versus. You're interestingly saying this about the two-wheeler companies, the bikes... In India, we had just one or two bikes before the four Japanese companies came in. It was Suzuki, Honda, Kawasaki, and Yamaha. And they tied up with different Indian companies. Now, of course, after a long time, they've all gone their separate ways. But as a teenager, I remember these. And the funny thing was all four motorcycles were different and all four sold well. All four. And they sold in different parts of the country.   0:22:43.8 Balaji Reddie: I can tell you this firsthand because just after I completed my engineering, I was looking for a job. So I had some time to myself and my mother's friend, she ran a market research agency and she just called up one fine day and said, "Would Balaji care to do this market research for me? It's about bikes." So I had to travel north, south, east, west and tape a conversation with bikers asking them which motorcycles they liked among these four. And these four, the plants were set up at four different places in our country. So north, south, east, west, typically, you know how vast India is in that sense. And the one... It was very interesting. The bikes that were made in the north were sold very well in the south, and some made in the south were sold very well in the west. It was crazy. But there was, of course, one motorcycle that would always stand out and people would say that, "Yeah, this is the one which really..." But that would always be the case. But by and large, everyone did well. Looking back, I say that, wow, they were practicing this without us knowing it.   0:23:51.6 Balaji Reddie: And even now, if you know, I don't know whether this happens outside of India, but Suzuki and Toyota in India have collaborated with each other to use the car body, if you know what I mean. The insides would be their own inside. Suzuk... Maruti is the name of the Indian company that's tied up with Suzuki Motor. So you have Maruti Suzuki and Toyota. They have common bodies, names are different, but the inside is Toyota technology and Suzuki technology. So they've decided, they just realized that they need each other, right? And they're doing exceedingly well, both. Just both.   0:24:33.7 Andrew Stotz: Sharing the platform.   0:24:36.0 Balaji Reddie: Yeah. It's crazy. And you don't start bothering so much about trying to defend yourself, right? You go ahead and focus on what you're good at. So this point two, the new philosophy, what it meant before and what it means now, I would not say it replaced it, but it's just added on to it, where he said that top management should be involved. That was the new philosophy, that quality has to come from the top. Western management waking up, et cetera. The Western managers to see quality is the basis for running your organization. It should be your strategy. And he just says as an extension of that strategy, we need to get together and cooperate and think win-win. So that's the new philosophy. It takes us, he always says, a new reward system would come in. It would be a better applied science. You can read that in The New Economics, that what is the purpose of this entire new philosophy, The New Economics, where he explains this.   0:25:39.2 Andrew Stotz: Yeah.   0:25:41.4 Balaji Reddie: In a nutshell is point two. So the purpose was to shock the Western management at that point in time, but also in a different sense, try to open the eyes of people even now that please don't think small, think big, right? The new philosophy tells us look beyond the boundaries that you've artificially created and see what you can do with the others, including your competitors. And don't look at them as adversaries, rather than partners in something that both of you will grow. Maybe not evenly, but you will grow. So that was...   0:26:18.7 Andrew Stotz: Yeah. One last thing for me on that is just the idea that he reinforces the focus that quality is, the key is the customer in that process of quality.   0:26:33.8 Balaji Reddie: That's right. That's right.   0:26:34.4 Andrew Stotz: As opposed to it's not about quality, quality, quality, control charts and QC circles and all that. It's about what is quality in the eyes of the customer and how do we better deliver that. So that always gave me so much comfort when I learned what he was teaching, that he wasn't just... It wasn't all about quality and tools. It was about quality in the eyes of the customer.   0:27:00.8 Balaji Reddie: Right. So that's why he said tools are just 3%. And you can be 100% excellent at the 3% and still run out of business, right? He always said that. So you need to apply this in the broader sense of the term. So that was...   [overlapping conversation]   0:27:08.5 Andrew Stotz: Yeah. And the problem is if you don't understand the system and you don't understand the whole teaching, then even if you're good at the tools, you may misinterpret from the tools.   0:27:25.6 Balaji Reddie: Yes. So, right, so that was point two.   0:27:30.4 Andrew Stotz: Whoo!   0:27:31.3 Balaji Reddie: So now we come to point three. [laughter] Now point three... Yeah, we just got I think 15-odd minutes, but I'll cover some part of it and I think we'll continue with this.   0:27:34.0 Andrew Stotz: Yeah, yeah. We good. I got time.   0:27:42.5 Balaji Reddie: Point three. Now this again has been so crazily misinterpreted. All right, so I'll start with the wordings once again, I'm referring to the document what he wrote. And he says now, "Cease dependence on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place." Now if you look at that, he was talking much about the act of inspecting and the entire activity-based and saying don't depend. The keyword was "cease dependence," because if you hear what happened in one funny case where the manager from Ford went back and just sacked all his inspectors saying Dr. Deming said we don't need inspection. But that was, I think, overstating it. But nevertheless, the keyword is dependence. Don't depend on inspection. And then he said, build quality into the product in the first place. And then he quotes Harold Dodge who said you cannot inspect quality into a product. Quality is already there. Inspection just reports what's happening. It doesn't tell you where... You know.   0:29:00.4 Andrew Stotz: Yep.   0:29:03.4 Balaji Reddie: Andrew, can you hear me?   0:29:05.8 Andrew Stotz: Yes. Keep going. So what you're talking about is the idea of thinking about quality not from the perspective...   0:29:20.2 Balaji Reddie: Yeah, we got disconnected.   0:29:21.7 Andrew Stotz: Yeah. What I was saying you're talking about is this idea of cease dependence on inspection, that it doesn't mean inspection's completely gone, but it means starting at the beginning of the process and thinking about how do we improve things from there. So continue on.   0:29:37.3 Balaji Reddie: Yeah, so I just said here that he was not so much at that time when he wrote this, like I said here, it was misinterpreted because, yes, he did start with saying the activity, the activity-based thing about inspection, that we should not depend on it. And I think I mentioned that Ford... One of the managers of Ford, misinterpreted that and sacked his inspectors and things like that. But he said that eliminate the need for inspection by building quality into the process and the product in the first place. So the word was dependence. And so he did not say that you need to eliminate the act of inspecting. In fact, it's very interesting what he actually spoke about this in the workbook which you get when you go a four-day seminar on video which was created by General Motors, right?   0:30:30.6 Balaji Reddie: So those video cassettes, and then the workbook that came with that had a very interesting take on inspection. So he said that it doesn't mean that we're gonna stop. He said you'd be a fool to keep yourself in the dark about what's happening in the process. You need to know what's happening in the process. So he's not saying that do away, he's saying use inspection. So now he actually said this, and here's where the interpretation comes in: understand the purpose of inspection. The purpose of inspection is to give yourself more and more knowledge of the process, not for sorting bad from good, because good and bad product come from the same process. We need to fix the process. And this is to be interpreted if you talk about how he looked at this, because if you read what he spoke about the nine heavy losses, when we discuss those, he says that one of the losses was performance appraisal. So I want to ask those people who say that this interpretation, isn't performance appraisal quality by inspection? You're sorting bad from good based on some arbitrary measure that you created in your head. You decide what's good, you decide what's bad. You're God, is it?   0:31:52.9 Balaji Reddie: I mean, Douglas McGregor actually wrote an article on this saying that managers don't like to play God, right? And he's the one who advocated, no, we don't need performance appraisal. It actually harms. And Dr. Deming just said the same thing. So if you read Douglas McGregor's book, The Human Side of Enterprise, there's a new version, the annotated version, where they've given commentary of what some experts or some the interpretations of the text. And I was amazed to see Dr. Deming's name come up there and saying that Dr. Deming also concurred with this and said it in very plain words that do not carry out performance appraisal. And he likened it to using inspection to create quality, whereas we know it doesn't. So fix the process. Right? And then people again take this in piecemeal and start quoting Deming: "A bad system will beat a good person anytime." I don't know what to say here, really. I mean, he obviously he said... He was trying to explain that you cannot judge that person based on the output of the system. I mean, it's an output of the system, the person. So you need to look at it that way. I don't know whether I'm making sense here, but that's the way to look at this point number three. Right? And he says that don't depend. Use the inspection to understand the process. Now, he says here, and I think I've got the text in that, he says, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." So he very clearly stated this, that this is a system. And this was the system he was talking about, right? And he says here that it's not about just manufacturing, service. It's if you are really, really interpreting this, then you'd also remove performance appraisal in the process, right? Because that's quality by inspection. Uh-oh.   0:34:21.2 Andrew Stotz: The Human Side of Enterprise, the annotated edition, is available on Amazon. Just looking at it right now, this annotated edition came out in 2023. So I haven't read it, so I'm gonna check it out myself.   0:34:42.1 Balaji Reddie: Yeah, I think I lost you again.   0:34:44.5 Andrew Stotz: Yep. I just went through the details about The Human Side of Enterprise and that latest version or edition that's just come out that you've mentioned. It came out in 2023.   0:34:57.0 Balaji Reddie: Right, right. So you could get that, read that book, you'll get to see it. And he very clearly... Did you record that bit where I read out the text?   0:35:09.4 Andrew Stotz: I don't remember that.   0:35:10.8 Balaji Reddie: Okay, I'll just read it out again so you can edit it later. So, yeah, he says here, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." Did you get that? Did that get recorded?   0:35:45.5 Andrew Stotz: Yeah.   0:35:46.0 Balaji Reddie: Yeah. So that's exactly what he meant. He said that he was not talking about the act, and he said you would have some inspection. Now, interestingly, a very, very different take on this that, yeah, I told you Myron Tribus was talking to Dr. Juran about this, and Dr. Juran gave his interpretation. Because if you know, he invented this badly misunderstood and abused term called cost of quality, right? And if you know why he invented it and what happened later, I don't even want to get into it. He said, "The only way I could grab management's attention was to present my problem in terms of money. If I explained to them and said to them that there is... This process running at 90% efficiency, they would be happy. They said, "Great." He said, "No, it's not great." And then they just wouldn't listen. They said, "90% is great." So he said, "How do I talk to them?" And so he went back to them and said, "Okay, your process is running at 90% efficiency." They said, "Yes." He said, "But you're paying 100% salary to this guy to do 90% good work, and then you're paying 100% salary to another guy to remove the 10% bad work, and then you're paying 100% salary to a third guy to correct that bad work." And that's how he invented cost of quality.   0:37:11.8 Balaji Reddie: Now people have gone and overindulged in this and they start having arguments about what is the category and where should it fit in and... Anyway, what he was trying to say is there are some activities where the more money you spend, the better it is. And so he came up with that cost of prevention and of course, I mean, conformance and non-conformance. In conformance, there were two categories. One was called prevention, where the more money you spend, obviously the better it is, but you get... You know, the returns on them will come much, much later, like training and spending money on the right things like maintaining your equipment, blah, blah, blah, research and development. He also gave a category called appraisal. And appraisal, he says, these are all activities which are necessary evils. [laughter] That means you can't eliminate them, at the same time you should not overtly depend on them to create quality. And one of them was inspection. And he says you should not spend more than necessary on inspection, just enough.   0:38:16.1 Balaji Reddie: Now here's the question I get, how much do we spend? [laughter] And the trick which I read somewhere and I saw that because I interpreted these points both ways. So when you start doing this, you walk into a company, make them calculate how much money they're spending on inspection right now. So let's say it's $100,000 or rupees or whatever. Now you start implementing the improvement processes, you start understanding the process and you start, well, the works, control charts, blah, blah, blah, blah. And then you start seeing that the process is getting better and so your defects are coming down and things are getting better generally. And so you're spending lesser money on inspection, you're spending lesser time on inspection, your resources are going in the right direction. And so that amount starts coming down and you keep doing that and you keep doing that and then you reach a point where you say, "Okay, this is it. I need this much of inspection at a bare minimum to keep myself," like Dr. Deming said, "not devoid of any information." I need to know what's happening. So that need-to-know basis, just enough, now that becomes the cap, right? And you say now, "If after this I see an increase in the money being spent, then... It's not that I'm going to go and just eliminate. I'll try to find out why." And if you look at it, that's exactly what Dr. Deming said, understand the purpose of inspection is to make the process better. The product, of course, will get better and you use the inspection intelligently to understand because good and bad products come from the same process. This is absolutely true for both manufacturing as well as services. You always can look at the activities and see which are the ones which are prone to a lot of mistakes that can happen and then you try to help the person carrying out the process. "Can I eliminate this? Can I reduce this?"   0:40:14.0 Balaji Reddie: And talking about AI, I think AI can help a lot in that, in much of the so-called mundane activities which are repeatable and being done on a regular basis. You can bring in AI over there, use it in the right way. Right? Even for the inspection thing, they talk about it, but yeah, like I said, we need to keep our eye and just keep glancing at it, but not going and standing in front of the process all the time. You don't need to do that. Just... So like Dr. Deming said, watch that... Look at the trend, the impact of my action that I need to inspect. So in that sense, like I said, the act of inspecting will never go away, but our reliance on that will come down drastically. And once in a while, just glancing through, just letting us know that things are going according to plan is the right way of looking at this. Anyway, I think that's all we have time for today, Andrew.   0:41:10.2 Andrew Stotz: Yeah. So I'm gonna wrap up by saying 290 years ago, Benjamin Franklin said, "An ounce of prevention is worth a pound of cure."   0:41:23.2 Balaji Reddie: Wow.   0:41:24.2 Andrew Stotz: Well, it's a lot of what you've just described is the idea of starting at the beginning and trying to reduce the need to depend on inspection. I love the stuff that you talked about about... He didn't say eliminate inspection, he said reduce the dependence. And that really reminded me that there's a purpose. And as you've described, the purposes of inspection isn't only just, "Okay, we don't want something bad going out to the customer," but what it really is about is understanding how are we doing. How have the upstream preventative or improvements that we've done in the upstream resolved or reduced what's happening at the downstream? I think that was a major thing for me as a young guy when I first heard Deming, to understand that, start at the beginning and try to get things right from the beginning, that will reduce the amount of trouble that you have towards the end. So, fantastic.   0:42:22.2 Balaji Reddie: That's true. That's true. All right, then.   0:42:24.5 Andrew Stotz: Well...   0:42:25.1 Balaji Reddie: We meet again next week or week after that to continue this.   0:42:27.0 Andrew Stotz: Yeah, I look forward to it. And for the listeners out there, remember to go to deming.org and jump into DemingNext to continue your journey.   0:42:36.5 Balaji Reddie: Yes.   0:42:37.0 Andrew Stotz: This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, which is, "People are entitled to joy in work."   0:42:45.3 Balaji Reddie: "Joy in work."

Dan Bardell and Sky Sports News' Dave Reed are back for match preview duty. Dan and Dave look forward to Aston Villa v Arsenal, Monday night football at Villa Park. Does Zion Suzuki start, and how will Nicolas Jackson get on against the champions? Sponsored by Sponsored by Oxford Natural Visit https://oxfordnatural.com/1874 to find out more and get 70% off your subscription.

SWEPT AT HOME. At this point, ToddFox asks the question every Angels fan has to be thinking: What exactly is the plan? This episode breaks down the continued lack of hitting, another wasted pitching performance, the bullpen's struggles, Suzuki's decisions and an Angels team that simply can't figure out how to stop the bleeding. With the season winding down, these games should be about developing players, establishing an identity and figuring out who belongs in the future. Instead, the Angels continue finding new ways to lose. How much blame belongs on Kurt Suzuki? How much falls on the roster? And after seven consecutive losses, where does this team go from here? Sound off in the comments and make sure to LIKE & SUBSCRIBE for Angels coverage on the ToddFox Postgame Show, Halos in the Infield and HITI Network! Hashtags: #Angels #LosAngelesAngels #GoHalos #ToddFox #ToddFoxPostgameShow #HalosInTheInfield #HITI #HITINetwork #KurtSuzuki #PhiladelphiaPhillies #Phillies #AngelsVsPhillies #AngelsBaseball #AngelsLoss #AngelsOffense #AngelsBullpen #AngelsPitching #AngelStadium #BigA #Anaheim #AngelsFans #HaloNation #MLB #MLB2026 #Baseball #BaseballPodcast #PostgameShow #AngelsNews #GoAngels Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this session of Upaya's Dogen Seminar 2026, Sensei Kaz Tanahashi traces Dogen's contemporary journey from a Zen ancestor barely mentioned by D.T. Suzuki — whose paradigm of sudden awakening had little room for Dogen's teaching — to a figure now studied in more than two hundred English-language publications and translated into other languages across the world. He recounts his own thirty-three… Source

Send us Fan Mailbest bikeworst bikeSupport the showSend emails to contact@nocomotopodcast.com, it doesn't have to be important.Check out our Patreon Or join the DiscordCheck out these other awesome Motorcycle Podcasts Creative Riding- Our Sister Show on the Moto1 Podcast Network!Moto Hop - Our friends Matt and Missy make T shirts, stickers, and this quality podcast. They are quick to point out our inaccuracies. Thanks guys. Cleveland Moto -  Probably the most knowledgeable group of riders with a podcast. When it comes to motorcycles anyway. You're Motorcycling Wrong - Remember Lemmy from Revzilla? Of course you do, you could never forget. He and his friends make this awesome show.Motorcycles and Misfits - A podcast starring Bagel 

Sur cet épisode de Le Sick Podcast, Éric Hoziel se joint à Tony Marinaro et Alexis Lavoie-Martel! Learn more about your ad choices. Visit megaphone.fm/adchoices

SUZUKI=BAKUDAN is a 2025 Japanese crime thriller directed by Akira Nagai and based on Katsuhiro Go's bestselling novel Bomb. After a seemingly ordinary drunk named Tagosaku Suzuki is arrested for a minor assault, he casually predicts an explosion in Tokyo. When it happens exactly when he said it would, Suzuki announces that more bombs are coming, and the police are forced into a race against time while trying to understand whether the strange man sitting in their interrogation room is psychic, lucky or something much more dangerous. In this Force Five video, I give you five reasons you might want to watch SUZUKI=BAKUDAN. Buy a shirt: https://www.teepublic.com/user/forcefive Other helpful links: YouTube: https://youtu.be/sG7OxFAYb64 Letterboxd: https://letterboxd.com/forcefive/ Website: www.forcefivepodcast.com Instagram: www.instagram.com/forcefivepodcast Email: forcefivepodcast@gmail.com

It's ev.news Briefly for Tuesday 25 August 2026, only today's headlines and nothing else, in just 4 minutes if you haven't got time for the full show.Patreon supporters fund this show, get the episodes ad free, as soon as they're ready and are part of the ev.news Community. You can be like them by clicking here: https://www.patreon.com/evnewsWALMART OPENS 100TH FAST-CHARGING STATIONWalmart has opened its 100th branded EV fast-charging station at its Monument, Colorado Supercenter, extending a network that now covers 20 states — up from 17 a month earlier — despite the retailer having no branded chargers less than two years ago. The four-stall site uses ABB Mobility all-in-one dispensers delivering up to 400 kW with NACS and CCS1 connectors and app-only payment, part of a rollout that added 612 stalls in the first half of 2026 and ranked second only to Tesla for new ports energised in Q2, at an average $0.43 per kWh with 10% off for Walmart+ members.HYUNDAI OPENS IONIQ V PRE-SALES IN CHINABeijing Hyundai has begun pre-sales of the Ioniq V at the 2026 Chengdu Auto Show ahead of a September launch, priced from 119,900 yuan (about $17,300) to 139,900 yuan across three versions, with up to 650 km of CLTC range, an 800-volt E-GMP architecture, CATL LFP batteries of 53.5 or 66.8 kWh and single motors of 140 or 168 kW. It is the first production Ioniq developed in China, using a 27-inch 4K Snapdragon 8295 screen, Momenta highway L2+ assistance and Baidu and ByteDance AI infotainment, as Hyundai targets 20 electrified models and 500,000 annual Chinese sales by 2030.POLESTAR CLAIMS UNEQUAL US TREATMENTPolestar has accused the US Commerce Department of "disparate treatment" after a June 24 denial blocked its American sales from model year 2027, noting that Volvo — which shares Chinese majority owner Geely and builds the Polestar 3 on the same South Carolina line — was authorised earlier in 2026. In an Aug. 18 letter, Peter Wexler said the 13-month review dismissed mitigation offers including audits, cybersecurity reviews and removal of China links from data management, despite officials indicating in January and April that approval was likely; dealers have called the outcome devastating, with a New Jersey group suing for $25 million over an allegedly concealed US withdrawal.DUTCH PLUG-IN MARKET FAVOURS RICH HOUSEHOLDSStatistics agency CBS found that the Netherlands' shift to electric cars has mainly benefited wealthy households, with the top-earning 10% buying almost 75,000 of the roughly 259,000 electric and plug-in hybrid cars traded in 2025 and the top 20% accounting for nearly half. The lowest-earning 10% bought about 6,000, or 2%, and two-thirds of cars bought by the poorest fifth were over a decade old, prompting a €52 million, three-year subsidy scheme from the final quarter of 2026 for lower- and middle-income buyers of second-hand EVs who scrap older petrol or diesel vehicles.MERCEDES CLA ELECTRIC COVERS 385 MILES AT 70 MPHThe dual-motor 2027 Mercedes-Benz CLA 350 4MATIC Electric covered 385 miles in a constant-speed 70 mph range test on 19-inch wheels, exceeding its 312-mile EPA Combined rating by 73 miles, or 23%, with 2 miles remaining at 0% charge. Consumption of 225 Wh per mile implied 86.6 kWh used against an 85-kWh net battery, with the result credited to the 800-volt Mercedes Modular Architecture and a two-speed rear-motor transmission of the type that has also helped Porsche and Audi models beat their ratings.OPEL SETS 2028 DATE FOR ELECTRIC CORSAOpel CEO Florian Huettl has pushed the all-electric Corsa successor from 2027 to 2028, moving the brand's best-seller onto Stellantis' STLA Small platform as a battery-electric-only model with bigger batteries, more range and prices from €25,000, against the current e-CMP Corsa Electric's 46-49 kWh battery, 429 km claim and €30,440 starting price. Huettl cited improving range, charging and fuel costs rather than any fixed date to end combustion engines, and Opel will still deliver the e-CMP-based Corsa GSE, capable of 0-100 kph in 5.5 seconds, to dealers this year.ROME BACKS ELECTRIC AND HYDROGEN BUSESRome will spend €117 million from Italy's infrastructure ministry on new buses through operator ATAC, split between €83.6 million for hydrogen models and €27.1 million for battery-electric ones plus depot upgrades, though neither quantities nor manufacturers have been named. A further €6 million in European funding will build a green hydrogen hub using local electrolysis at ATAC's Acilia site, complementing a charge introduced in July 2026 for EVs entering a restricted central zone that takes about 50,000 cars a day against a designed capacity of 20,000.SUZUKI PLANS VISION E-SKY EUROPE EXPORTSuzuki intends to export its Vision e-Sky electric microcar from Japan, with Europe possible in 2027 and the UK and Italy under review at an expected UK price below £20,000, ahead of a Japanese world premiere in autumn and production at a plant southwest of Tokyo. Based on Japan's kei-car class and targeting 310 km of range with likely LFP cells from BYD's corporate network, it would be Suzuki's first battery-electric kei car and reportedly the first exported almost unchanged, offering growth potential after European sales fell 15% to 187,000 in the year to March.MEXICO ELECTRIFIED SALES RISE AS PRODUCTION FALLSMexico sold 95,037 electrified vehicles in the first half of 2026, up 44% year on year for a 12.6% market share, led by Toyota in conventional hybrids and boosted by expanding Chinese brands, while charging points reached 60,934 and 170 electrified models are now offered. Production moved the other way, falling to 47,411 units from 110,002 a year earlier as weaker US demand cut Equinox output by 81.6% and Blazer output by 80%, prompting the Electro Mobility Association to call for policies supporting both electrification and domestic manufacturing.ELECTRIC MOTORHOME USES EVOLVE PLATFORMCityFreighter, Vöhringer and Motive Development have unveiled an electric motorhome demonstrator for Europe's 4.25-tonne Class B category, built on CityFreighter's Evolve skateboard with a Vöhringer AIRPLY lightweight interior and coming in under 3.5 tonnes complete with kitchen, bathroom and heat pump, leaving about 750 kg of payload. Its 128-kWh battery gives roughly 400 km of range, supports vehicle-to-load and charges from 10-80% in about 20 minutes at up to 200 kW, while independent battery replacement and upgrades are pitched as protecting residual value in vehicles that often stay in service for decades.

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Na 34ª edição da oitava temporada do podcast, Rafael Lopes e Luciano Burti recebem Rafael Suzuki para fazer a análise da vitória de Lando Norris no movimentado GP da Holanda de Fórmula 1.

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We covered the 250 class already but this week Matthes, Weege and Rarick look back at the 2002 SX opener from the 125SX angle. We get Buddy Antunez on to tell us about his comeback to SX/MX for Suzuki, why he got dropped at the end of the year, his memories of this night, why he chose this race, his early days at Suzuki and more. --- CHAPTERS --- 00:00 Show open 01:36 Why we're covering Indy's 125 race 08:56 125 field breakdown: the gray beards return 11:30 Sponsor read & Buddy Antunez joins the show 16:08 Suzuki tryout, dropping the ego, taking a pay cut 24:12 Unfinished business & the Indy main event breakdown 29:40 Replaced by Chad Reed & Suzuki loyalty 37:22 East Coast choice, Glen Helen mishap, Axo gear 40:54 Millville CRF test reunion tangent 44:29 Season consistency, Broome-Tioga letdown, Le Louis & the Suzuki firing rant 53:06 Contract confusion & rookie-year context 59:06 Weege's Racer X 'bring some thunder' story 1:01:53 Post-interview debrief & Havasu tangent 1:09:00 Lit Kit / Shit Kit Award 1:12:24 Jacob Marsack Award: John Dowd's forgotten 125 ride 1:16:35 What The Fuck Happened & sign-off

Send us Fan Mailbest bikeworst bikeSupport the showSend emails to contact@nocomotopodcast.com, it doesn't have to be important.Check out our Patreon Or join the DiscordCheck out these other awesome Motorcycle Podcasts Creative Riding- Our Sister Show on the Moto1 Podcast Network!Moto Hop - Our friends Matt and Missy make T shirts, stickers, and this quality podcast. They are quick to point out our inaccuracies. Thanks guys. Cleveland Moto -  Probably the most knowledgeable group of riders with a podcast. When it comes to motorcycles anyway. You're Motorcycling Wrong - Remember Lemmy from Revzilla? Of course you do, you could never forget. He and his friends make this awesome show.Motorcycles and Misfits - A podcast starring Bagel 

On this episode of The Sick Podcast, Matt Ohayon joins Shayne Gaumond to discuss why Zack Bolduc and Arber Xhekaj are still without a contract, how long could these negotiations take, which Habs wingers could play alongside Nick Suzuki and Cole Caufield on the 1st line, the pros and cons for each player and much more! Learn more about your ad choices. Visit megaphone.fm/adchoices

Weege joins Matthes to talk about the week that was at he ranch, the kids vs the vets, Alex Ray jumps on to talk about his issues as well as meeting KW then the guys talk some WSX opener at Calgary, wind, tuff blocks, J Hill, Webb and more. --- CHAPTERS --- 01:17 Intro and Fly Racing plugs 02:16 Weege's Loretta's coverage grind 02:48 Ranch results & vet riders controversy intro 04:51 Should ex-pros race at Loretta's? 07:31 Keefer vs Ezra Lusk debate 09:49 Pro Sport eligibility debate 11:08 Zacho, Phil, Weimer moto breakdown 11:55 Fatigue over race week for vets 12:55 Zach Osborne's comeback story & health issues 14:26 Zacho's new Beta deal and number 16 18:18 Phil Nicoletti's impressive week 19:33 Renthal ad read 20:42 Ezra Lusk (Yogi) vs Pavolny in 50+ 22:39 Yogi's injury and final Loretta's run 23:15 Re-Raceables plug and RJ Coliseum episode 24:07 Keefer's compliment from Yogi 25:02 Horizon Award debate: Malinowski vs Gibson 28:09 Landon Gibson's up-and-down career 29:59 Racetech ad read 30:39 65-85 class and Mason Murdy 33:43 Tristan Pruitt and B-class prospects debate 34:55 Getting Mako'd - the Plus 50 saga 37:03 Dark's Mako struggles continue 38:15 Keefer takes out Dark while lapping him 38:49 Fastest Man in Piedmont's Meta glasses bit 40:16 Motorsport.com ad read 42:00 Alex Ray joins the show 42:12 A-Ray meets Kevin Windham 43:12 A-Ray starstruck in the announce booth 44:51 The quad jump and Windham watching A-Ray 46:56 A-Ray's knee and camper drama 49:12 RM Army Suzuki bike problems 52:32 Bike dies on sighting lap disaster 54:41 Brother-in-law's backup Suzuki plan 56:14 A-Ray's final results - 14th overall 56:18 B Haas's incredible speed in 30+ 57:28 Alternate list and West Coast region talk 1:01:08 Why Loretta's track has the best passing 1:05:35 A-Ray's Loretta's sign-off and Windham thanks 1:08:10 Brunt Workwear ad and more Windham talk 1:11:36 WSX Calgary tough blocks disaster 1:13:05 Tough blocks flying in the wind chaos 1:16:39 WSX business model and fly-away rounds 1:25:28 Rick Ware Racing juggernaut - Coop vs Justin Hill 1:27:30 Is the WSX business model sustainable? 1:28:29 Stark electric bikes dominate starts 1:31:10 Elevation and fuel issues for Starks 1:34:08 Seb Tortelli's frustration with AMA/OEMs 1:36:01 AMA four-stroke rule history tangent 1:38:10 Wrap up WSX and Unadilla preview 1:40:08 Sign-off