Social media personality Supercar Blondie, a London-based Australian whose real name is Alex Hirschi, found her niche posting automotive eyecandy for eager viewers rather accidentally.
“I started out as a journalist, and I just fell into cars through my radio show,” says Hirschi.
For someone who “fell into” cars, they’ve certainly been good to her—the Supercar Blondie network of social channels that includes Supercarblondie.com has 110 million subscribers, including 18.4 million on YouTube and 56 million on Facebook. The content has 2 billion views per month, according to the company.
![](https://kanebridgenews.sg/application/assets/2024/04/im-10041011_2856-scaled.jpg)
Jim Motavalli photo
Hirschi, whose first car was a lowly Mitsubishi Lancer, produces the Supercar Blondie content with her husband, Nik Hirschi, who is Swiss. The radio show was on the Arabian Radio Network in Dubai from 2012 to 2017. Dubai is full of supercars, and Hirschi, then known as “Radio Blondie,” said it was a natural fit to drive some of them—Bentleys, McLarens, Ferraris—for on-air features. The independent Supercar Blondie content creation company was launched in Dubai (where Nik Hirschi worked at Bloomberg, Barclays, and Thomson Reuters) in 2017 and has been growing ever since.
“I just loved supercars, and what started out as a hobby after I was loaned a Bentley Flying Spur to drive around Dubai eventually got more serious,” Alex Hirschi says. “We started filming my encounters with cars and uploading the video to our channel.” These days the couple travels 300 days a year; Penta first caught up with them at the Consumer Electronics Show in Las Vegas.
![](https://kanebridgenews.sg/application/assets/2024/04/im-45984557_1920.jpg)
SBX Cars Photo
And now SB Media Group, based in London with 65 employees, Nik as CEO and Alex as the co-founder and on-air talent, is going into the auto auction business. SBX Cars, based in California, launched this week. The inaugural inventory goes beyond cars, and includes an electric Tyde hydrofoil yacht designed by BMW. There’s also a no-reserve Tesla Cybertruck, a one-of-nine Lamborghini Veneno Roadster, and a one-of-three Lamborghini Veneno Coupe. Likely attracting attention will be the first public auctions of the Mercedes-AMG One and the Hyperion XP-1 hydrogen-powered prototype. There were three LaFerrari prototypes, and one will be auctioned by SBX Cars.
A collection of John Player Special Lotus F1 racing cars will also be auctioned, as well as Lotus transporters, and founder Colin Chapman’s personal plane and some vehicles from his garage. Other high-dollar items include a Mercedes 300SL “Gullwing,” a Lamborghini Miura, a BMW 507, and an Aston Martin DB5. The estimated valuation of the auction lots consigned is US$100 million.
![](https://kanebridgenews.sg/application/assets/2024/04/im-27896150_1920.jpg)
SBX Cars Photo
The auctions will be online, but there could be some in-person events in the future. “We’re going to be the only digital auction site that focuses on the high end,” Nik Hirschi says. “We will focus on cars that are super-cool, with many that are one-of-a-kind, and we’re going to be attracting collectors from all over the world. Every car will be represented on the site with 200 photographs, taken by our global network.” Video will also be available.
SBX Cars says it will speed up the process for consignors, with just a few weeks until their cars become available on the site. Once up, the vehicles will remain available for one to two weeks. SBX Cars Auction Director Lance Butler, a Bonhams veteran, said in a statement that the auction “introduces our clients to a far easier buying and selling process, all while accessing one of the world’s largest global audiences by way of Supercar Blondie.”
![](https://kanebridgenews.sg/application/assets/2024/04/im-82750689_2500.jpg)
SBX Cars Photo
Mercedes 300SLs, Aston Martin DB5s, and BMW 507s are frequently auctioned around the globe, but SBX features some true exotics.
What a quarter-million dollars gets you in the western capital.
Alexandre de Betak and his wife are focusing on their most personal project yet.
Multinationals like Starbucks and Marriott are taking a hard look at their Chinese operations—and tempering their outlooks.
For years, global companies showcased their Chinese operations as a source of robust growth. A burgeoning middle class, a stream of people moving to cities, and the creation of new services to cater to them—along with the promise of the further opening of the world’s second-largest economy—drew companies eager to tap into the action.
Then Covid hit, isolating China from much of the world. Chinese leader Xi Jinping tightened control of the economy, and U.S.-China relations hit a nadir. After decades of rapid growth, China’s economy is stuck in a rut, with increasing concerns about what will drive the next phase of its growth.
Though Chinese officials have acknowledged the sputtering economy, they have been reluctant to take more than incremental steps to reverse the trend. Making matters worse, government crackdowns on internet companies and measures to burst the country’s property bubble left households and businesses scarred.
Lowered Expectations
Now, multinational companies are taking a hard look at their Chinese operations and tempering their outlooks. Marriott International narrowed its global revenue per available room growth rate to 3% to 4%, citing continued weakness in China and expectations that demand could weaken further in the third quarter. Paris-based Kering , home to brands Gucci and Saint Laurent, posted a 22% decline in sales in the Asia-Pacific region, excluding Japan, in the first half amid weaker demand in Greater China, which includes Hong Kong and Macau.
Pricing pressure and deflation were common themes in quarterly results. Starbucks , which helped build a coffee culture in China over the past 25 years, described it as one of its most notable international challenges as it posted a 14% decline in sales from that business. As Chinese consumers reconsidered whether to spend money on Starbucks lattes, competitors such as Luckin Coffee increased pressure on the Seattle company. Starbucks executives said in their quarterly earnings call that “unprecedented store expansion” by rivals and a price war hurt profits and caused “significant disruptions” to the operating environment.
Executive anxiety extends beyond consumer companies. Elevator maker Otis Worldwide saw new-equipment orders in China fall by double digits in the second quarter, forcing it to cut its outlook for growth out of Asia. CEO Judy Marks told analysts on a quarterly earnings call that prices in China were down roughly 10% year over year, and she doesn’t see the pricing pressure abating. The company is turning to productivity improvements and cost cutting to blunt the hit.
Add in the uncertainty created by deteriorating U.S.-China relations, and many investors are steering clear. The iShares MSCI China exchange-traded fund has lost half its value since March 2021. Recovery attempts have been short-lived. undefined undefined And now some of those concerns are creeping into the U.S. market. “A decade ago China exposure [for a global company] was a way to add revenue growth to our portfolio,” says Margaret Vitrano, co-manager of large-cap growth strategies at ClearBridge Investments in New York. Today, she notes, “we now want to manage the risk of the China exposure.”
Vitrano expects improvement in 2025, but cautions it will be slow. Uncertainty over who will win the U.S. presidential election and the prospect of higher tariffs pose additional risks for global companies.
Behind the Malaise
For now, China is inching along at roughly 5% economic growth—down from a peak of 14% in 2007 and an average of about 8% in the 10 years before the pandemic. Chinese consumers hit by job losses and continued declines in property values are rethinking spending habits. Businesses worried about policy uncertainty are reluctant to invest and hire.
The trouble goes beyond frugal consumers. Xi is changing the economy’s growth model, relying less on the infrastructure and real estate market that fueled earlier growth. That means investing aggressively in manufacturing and exports as China looks to become more self-reliant and guard against geopolitical tensions.
The shift is hurting western multinationals, with deflationary forces amid burgeoning production capacity. “We have seen the investment community mark down expectations for these companies because they will have to change tack with lower-cost products and services,” says Joseph Quinlan, head of market strategy for the chief investment office at Merrill and Bank of America Private Bank.
Another challenge for multinationals outside of China is stiffened competition as Chinese companies innovate and expand—often with the backing of the government. Local rivals are upping the ante across sectors by building on their knowledge of local consumer preferences and the ability to produce higher-quality products.
Some global multinationals are having a hard time keeping up with homegrown innovation. Auto makers including General Motors have seen sales tumble and struggled to turn profitable as Chinese car shoppers increasingly opt for electric vehicles from BYD or NIO that are similar in price to internal-combustion-engine cars from foreign auto makers.
“China’s electric-vehicle makers have by leaps and bounds surpassed the capabilities of foreign brands who have a tie to the profit pool of internal combustible engines that they don’t want to disrupt,” says Christine Phillpotts, a fund manager for Ariel Investments’ emerging markets strategies.
Chinese companies are often faster than global rivals to market with new products or tweaks. “The cycle can be half of what it is for a global multinational with subsidiaries that need to check with headquarters, do an analysis, and then refresh,” Phillpotts says.
For many companies and investors, next year remains a question mark. Ashland CEO Guillermo Novo said in an August call with analysts that the chemical company was seeing a “big change” in China, with activity slowing and competition on pricing becoming more aggressive. The company, he said, was still trying to grasp the repercussions as it has created uncertainty in its 2025 outlook.
Sticking Around
Few companies are giving up. Executives at big global consumer and retail companies show no signs of reducing investment, with most still describing China as a long-term growth market, says Dana Telsey, CEO of Telsey Advisory Group.
Starbucks executives described the long-term opportunity as “significant,” with higher growth and margin opportunities in the future as China’s population continues to move from rural to suburban areas. But they also noted that their approach is evolving and they are in the early stages of exploring strategic partnerships.
Walmart sold its stake in August in Chinese e-commerce giant JD.com for $3.6 billion after an eight-year noncompete agreement expired. Analysts expect it to pump the money into its own Sam’s Club and Walmart China operation, which have benefited from the trend toward trading down in China.
“The story isn’t over for the global companies,” Phillpotts says. “It just means the effort and investment will be greater to compete.”
Corrections & Amplifications
Joseph Quinlan is head of market strategy for the chief investment office at Merrill and Bank of America Private Bank. An earlier version of this article incorrectly used his old title.