Quote »All signs point to big GM shakeoutWagoner forced to confront whether Detroit behemoth must shrink to live.By Daniel Howes / The Detroit NewsDaniel HowesFor a guy prone to sports analogies, General Motors Corp. Chairman Rick Wagoner may have wondered whether there are two outs, it's bottom of the ninth and he's up.The first out came in the early 1980s, when a recession-scarred GM under Roger Smith bet it could wrest market share from rivals Ford Motor Co. and Chrysler Corp. Smith whiffed, saddling GM with too many workers, too many plants and a chaotic reorganization that took years to work through.The second out came in the early 1990s, when stunning losses sparked a coup that installed Wagoner's mentor, Jack Smith, in the top job. He could have used the tough times to lead an extreme makeover, but favored re-engineering, brand management and globalization over plant closings to reverse sliding market share.On that part, Jack Smith whiffed, too.Now Wagoner's up, and he's sending unmistakable signals that his turn at bat may yield different results.Bonuses (for this year, but not last) are gone; white-collar salary raises are on hold; matching payments for 401(k) plans are reduced; the dividend is in jeopardy; product programs are being accelerated, and others are being killed.A massive restructuring reminiscent of Ford's overhaul in 2002 or Chrysler's the year before is in the works. Talks with the United Auto Workers are under way to slow the automaker's cash burn and cut costs.Last Monday, Wagoner and GM North America President Gary Cowger briefed UAW President Ron Gettelfinger and (removed) Shoemaker, head of the union's GM department, on GM's deteriorating financial situation and explored what the union could do within the confines of the current national contract to help.There are options short of "reopening" the four-year contract due to expire in September 2007. GM, for example, could exercise contract language allowing it exclude certain drugs from coverage or to cut certain high-cost HMOs.GM is studying whether to close more assembly plants in the United States -- not Canada or Mexico -- to reduce fixed costs and persuade more hourly workers to retire.It also could kill at least one of its North American brands -- Pontiac or Buick would be the most likely candidates -- though that seems less likely for now because it's expensive and because it would further erode U.S. revenue and market share.Wagoner and Gettelfinger face fundamental choices.Gettelfinger can take a calculated political risk, bend to help GM survive and keep his people working. Or he can take the hard line, extract whatever value remains for his members and hasten GM's demise.Wagoner's GM can continue to understate the evident reality of competition in its home market -- that is, market share lost in the New World Order is mostly lost forever -- and lurch from crisis to crisis.Or GM can be more aggressive about fixing its business and find renewed prosperity by becoming a smaller company, even if that means ceding the title of world's largest automaker to Toyota Motor Corp.A choice like that is unacceptable to GM brass, mostly because none wants to be remembered as the one who let GM fall from global market leadership.But going smaller may be a wiser, if more unsavory, choice for GM shareholders, employees and communities where it operates.The current financial crisis gives Wagoner a golden opportunity -- an excuse, even -- to push GM farther and faster, to make profits out of losses, to align perception with reality.Yes, it would be a sharp departure from GM's No.1-above-everything machismo. That's OK. GM's ingrained swagger at the top is one impediment to getting GM where it wants to go but can't seem to.But will Wagoner and GM, whose leadership these days prides itself on confronting "the brutal facts," actually pull a Big Trigger? Doing so would admit that GM cannot regain much of the market share it has lost in just the past few years.The brutal facts are that too many of GM's new cars and trucks have failed to meet the expectations that preceded them, despite some high praise. Without sales volume, GM's business model simply won't work.The brutal facts are that GM was slow to the SUV party of the '90s; it dismissed gas-electric hybrids as marketing gimmicks; and its cars and crossovers have struggled to crack Toyota and Honda's hegemony in segments getting renewed attention with gas at more than $2 per gallon.It's also true that GM has made remarkable progress over the past decade. The revival of Cadillac, for one, proves a Detroit automaker can design, engineer, build and market luxury vehicles with global credibility.That's not enough, as GM's profit warning and the coming restructuring show. Brace yourself for what's likely to be a harrowing ride.Daniel Howes' column appears Sundays, Wednesdays and Fridays. He can be reached at (313) 222-2106 or at
dchowes@detnews.com.
YES!I still visit GenVibe periodically. I have not forgotten about my "original" family over here!
2009 PONTIAC G8
3.6L V6 (256 HP @ 6300 rpm, 248 ft-lbs. @ 2100 rpm)