Search For Young Driver Car Insurance Online

If you have been looking around, you would have discovered that a young driver car insurance plan is usually more expensive than the general car insurance for an experienced adult driver. This is the result of the common view that insurance companies have of young drivers. They view young drivers as those with higher risks since they are inexperience and are thus more likely to get involved in car accidents than an experience adult driver.

Since the cost of such young driver car insurance policies are usually paid for by their parents, these teenagers tend to become reckless when they are on the road. As they are not concerned about the possibility of paying higher premiums for their policies and are usually more impatient, the tendency of them getting involved in an accident is higher because they will drive faster and more recklessly on highways.

Before you decide on the young driver car insurance plan for your teenager, you should carry out a comparison among the plans offered by the various insurance companies first. You must be prepared that such policies can be very much more expensive than what you are paying for your own auto insurance. However, if you want to get a cheaper insurance plan, you can contact your auto insurance company’s representative and talk to him first.

Since the driving record of a driver is viewed with great importance by the insurance company, you can ask your insurance company for a discount if your child already has two to three years of good driving records. A driver’s policy premium is determined by his or her driving record. Of course, your rate will be much lower if you have not been involved in any accidents before. However, you should also take note that the policy premiums will be very much higher for someone who is below 21 years old.

Getting your teenager a simple car without any add-ons such as spoilers or lowering the car for faster acceleration can also help in lowering the premiums that you have to pay for the insurance. Any car that has been modified is at a greater risk of getting involved in an accident because it is able to travel at a much faster speed than a normal car. Thus, no insurance company will want to offer you a discount for a car that is capable of going over the usual speed limit. In fact, they will even raise the premiums that you have to pay for the young driver car insurance.

Finally, you have to remind your child to refrain from drink driving. Although everyone knows its danger, most seem to find it hard to abide by the rules. Thus, if you are aware that your teenager is going out drinking, do not let him take the car. This is not only to ensure that you do not end up with a higher premium for the young driver car insurance, it is also to ensure his safety.

When Your Vehicle’s Blind Spot Becomes A Danger To Children

That area right behind your car or truck is quite hidden from your view as the driver. That is called the vehicle blind zone and it could prove to be fatal to children. This is according to the latest study that Consumer Reports did on vehicles. And just to warn you, the worst vehicle on blind spots is the 2006 Jeep Commander Limited. So if you do own this vehicle, you might to take further caution when driving and when backing up.

So what are the details behind the 2006 Jeep Commander Limited as to why it was declared one of the worst in blind zones? Well, according to Consumer Reports, when they measured the blind zone for the mentioned vehicle, they were able to take note of some 44 feet for its blind zone. That is, if the driver is five feet and eight inches tall. But just imagine if the driver is smaller? That would mean a greater area and range of the blind zone.

Don Mays, the senior director of Consumer Reports on product safety and consumer science, further emphasizes the point of blind spots by stating, “Consumer Reports findings illustrate that the danger of vehicle blind zones correlates with the use of large SUVs, minivans and pickup trucks as common family vehicles. Consumers must be cognizant of this danger – and the value of rearview cameras – when going out to purchase a new vehicle.”

Indeed, the large the blind zone, the greater the chances of the vehicle to accidentally run over small items – from bikes to pets to children. According to a safety group, Kids and Cars, they are able to estimate that more than a hundred children lost their lives because drivers of vehicles could not very well see what was behind the vehicle and in the blind zone. Those are the statistics for deaths but the cases for injuries are greater. Perhaps if only children and bikes are easily replaced like Lincoln Versailles parts, then everything would be much simpler. But this case is not.

Sally Greenberg is Consumers Union’s senior product safety counsel for the area of Washington, DC, and she believes, “Unfortunately, the few vehicles that now come with the technology that enables drivers to see what’s in their blind zones are higher end models, and most devices are available as an extra cost option – often requiring the purchase of other equipment like an expensive navigation system. We believe that backup technologies, such as rearview cameras are essential, and should be a requirement by federal law. Their cost is small compared to the cost of a child’s life. And once this technology becomes standard equipment in vehicles, systems will become more economical for manufacturers to produce.”

Focusing on Global Strategy

If adversity is the best teacher, the Great Recession should have been a prime learning opportunity for companies worldwide. It certainly was for many companies in the Automotive After-Market industry, small and large, traditional and trend setting.

This is particularly challenging for small companies who garner as much as 90% of their royalty and license income from abroad, these company’s face challenges that were compounded by a strong Euro that cut deep into profits coming and going. Coming because sales into dollar based economies were impossible due to high prices, and going because now that the dollar has firmed up substantially, their currency losses for GAAP reporting are substantial – so substantial in fact that they wiped out singularly the entire second quarter profits of some of the best run companies. For some these represent mere paper losses of course where most of the purchases for raw material and research are European based – but still not designed to favor motivation among wall street traders that have unjustly clobbered the industry and its publicly traded members.

“We learned valuable lessons and gained a healthy sense of crisis” said the communications officer of one such company located in New Jersey.

As one would expect, the tactical practice orchestrated by the survivors requires a mindset totally different than that practiced in the industry previously. Management and the entire global distribution network of these companies had to realize that business as usual was not an option. Changing an industry’s ingrained distribution culture was not easy, yet some companies were able to accelerate a program of structural reform. “We consolidated overlapping functions and shortened supervisory processes” one executive explained. “Now we’re leaner, more reactive and able to provide stronger support for members of our distribution networks.”

The revamp also extended to the manufacturing units of these companies. Traditionally the industry had routed different research and productions in separate, dedicated plants and facilities. To improve efficiencies the trend is now to create multipurpose production units to manufacture chemicals and impregnated accessories such as wipes. Workers switch between different roles in the assembly process. The new composite system delivers such significant productivity gains and cost savings that industry executives involved are now keen to roll out the process globally. “The financial crisis taught us that we can’t control our environment. What we can do is have a culture that adapts to circumstances” an executive told me. The lesson to be drawn: Ultimately it’s the adaptable who survive.

To ensure that these companies grows and prospers over the next decade,some companies have devised a plan for the next stage of globalization. The multipronged strategy involves building up the product lines, expanding the reach, and moving even more aggressively into the emerging markets of China and other Asian countries, and not to be forgotten, diversifying into new lines of business, notably disinfection and medical care.

If the rapid success of companies with pipelined products is anything to go by, That part of the industry looks to be well on its way to meeting enviable targets. Aggressive product conceptions are shaking up the market. Products renowned for their convenience, portability and usability have attracted large new audiences; notably women where the purchase rate has tripled, and the middle aged, two groups generally ignored by the traditional industry players.

In medical and disinfection products companies are announcing goals which are equally clear. They wants to grow this rigid business by around 70% in the next five years. Social and economic trends are aligning to support this bold vision. Eager to expand, but aware that developing the business almost from scratch would require a huge investment, industry players are taking the bold step of going on the acquisition trail targeting small to medium sized companies in Chemicals, wipes, and related productions.

Of course the relative economic robustness of developing countries vis-à-vis the developed world is another major post-recession paradigm shift that no company can afford to ignore. Those companies with no debt and an effective distribution network, will experience growing market demands for their product conceptions.

Expanding into new business areas is as important as expanding into new countries. Thus, the industry leadership which is more so represented in the small to medium size corporate players, devotes a significant proportion of the roughly, on average, 10% of revenues they commits to research and development every year to move into promising new business areas.

But just as important to a company’s success is its policy on corporate social responsibility. Whether aligning itself with the UN’s Global Compact for sustainability and responsible business practices, or creating green products in environmentally responsible ways, all initiatives should be inspired by the “Social IN” philosophy. This helps people worldwide lead healthier and more fulfilling lives, and maintains that the value of a company that does right by its shareholders and society at large will inevitably rise.

Electric Cars Are Drawing Investors But Not Buyers

Electric cars have been in the news recently, with Tesla Motors raising large amounts of money from investors and General Motors banking on the Chevy Volt to renew its prospects for becoming a viable company again. GM is planning to roll out the Chevy Volt next year (OK, the Volt is not an all-electric car, but it can be fairly described as mostly electric), but it is not clear how well it will be embraced by potential buyers.

According to JD Powers and Associates, the large automobile industry polling organization, consumers will not be flocking to the new electric cars, and the reason is fairly obvious. They simply cost too much.

The report projects that it will be difficult to convince a large number of car buyers to purchase electric cars, or even hybrid cars, due to their higher costs and projects cost of maintenance. When told that a hybrid car would cost about $5000 more to purchase, interest in purchasing a hybrid fell by about 50%.

What would create stronger demand from consumers for hybrid and all-electric cars? The study from JD Powers cites a few factors.

  • A significant increase in the cost of fuel
  • A significant reduction in cost
  • A major improvement in green technologies that would establish better confidence in reliability in the minds of consumers
  • An improvement in the range for driving electric cars
  • Better design

A further issue that affects the image in the minds of consumers for the new electric vehicles is the carbon footprint of the supply chain for power. It doesn’t help to buy an electric car if the power for recharging the battery is derived from a coal-burning power plant. That effectively replaces regular tail pipe emission form a gasoline or diesel-powered vehicle with the emissions from burning coal to produce the electricity that recharges the battery.

In the end, though, it is cost that is foremost in the minds of potential buyers. Consumers are concerned about the environment, but the altruistic urge is overwhelmed by the financial hurdle of shelling out more money to buy a car with a lower carbon footprint.

Based on its survey of consumers and research, JD Powers has projected sales of hybrid vehicles and all-electric cars. The worldwide forecast is for a total of 5.2 million hybrid electric vehicles and electric vehicles combined. Of this total, approximately 3.9 million units are expected to be hybrids, while about 1.3 million are projected to be battery-powered electric vehicles.