Detailed report on analysis of strategies acquired by GM

1. GM Motors
STRATEGIC
MANAGEMENT
GENERAL MOTORS
Submitted by: Mohammad Arif
Submitted to: Sir Shoaib
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2. GM Motors
STRATEGIC MANAGEMENT
Submission Date
14th September`12
Term Paper
‘’General Motors’’
ASSIGNED BY
Sir Shoaib
SUBMITTED BY
Mohammad Arif
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TABLE OF CONTENTS
Pg. #
COMPANY INFORMATION .............................................................................................. 2
MISSION STATEMENT ...................................................................................................... 3
VISION STATEMENT ......................................................................................................... 3
BACKGROUND.................................................................................................................. 4
ORGANIZATIONAL CHART .............................................................................................. 5
KEY STRATEGIC DILEMMAS .......................................................................................... 6
FACTORS AFFECTING THE AUTOMOTIVE INDUSTRY .............................................. 8
DIVISION OF BRANDS OF GM ...................................................................................... 10
FINANCIALS .................................................................................................................... 11
COMPETITORS................................................................................................................ 14
SWOT ANALYSIS .............................................................................................................. 16
STRENGTHS ........................................................................................................... 16
WEAKNESSES ........................................................................................................ 17
OPPORTUNITIES .................................................................................................. 18
THREATS ................................................................................................................ 19
PORTER’S FIVE-FORCES ANALYSIS ............................................................................ 20
CORE COMPETENCE ..................................................................................................... 23
FINANCIAL RESULTS ..................................................................................................... 23
SUGGESTED STRATEGIES ............................................................................................ 24
EVALUATION: ................................................................................................................. 25
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COMPANY INFORMATION
General Motors Company (GM) designs, forms and trades cars, trucks
and automobile parts worldwide. The Company also delivers automotive
financing facilities through General Motors Financial Company, Inc. (GM
Financial). It operates in four automotive segments: GM North America
(GMNA), GM Europe (GME), GM International Operations (GMIO) and GM
South America (GMSA). GM's total worldwide vehicle sales were nine million
during the year ended December 31, 2011. The Company's GMNA segment
develops, manufactures and/or markets vehicles under the brands, such as
Buick, Cadillac, Chevrolet and GMC for its customers in North America. GM
for its customers outside North America develops, manufactures and/or markets
vehicles under the brands, such as Buick Chevrolet, GMC, Opel, Cadillac,
Daewoo, Holden and Vauxhall.
MISSION STATEMENT
General Motors is devoted to be a leader in providing transportation
products and services of such quality that its customers will receive superior
value, its employees and business partners will share their success and their
shareholders will receive a sustained return on their investment.
VISION STATEMENT
Our Vision is to design, build, and sell the world's best vehicles.
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BACKGROUND
General Motors Corporation (GM) is a multinational automobile
manufacturer created in 1908.its headquarter is in the United States. GM is the
world's largest automaker as measured according to the global industry sales.
GM is the proud sales leader in the automotive industry for the last 77 years.
As of 2008, General Motors employs about 266,000 people around the
world. It manufactures its cars and trucks in 35 different countries. The famous
brands under the umbrella of GM are Buick, Cadillac, Chevrolet, GM Daewoo,
GMC, Holden, Hummer, Opel, Pontiac, Saab, Saturn, Vauxhall, and Wuling. In
2008, General Motors was the ninth largest publicly traded company in the
world. In recent years the company has faced significant financial chaos,
including a 38 billion dollar loss in 2007.
From 1908 to 2005, it had grown expansively. But today its market share
has gone down and together, with challenges posed by economic conditions, in
the form of increasing healthcare costs and fuel costs and cut throat competition
GM is facing a tough time in maintaining its profits. GM is deriving its 100%
profits from financing cars and not from the sales of vehicles.
Internal factors that account for this decline are the failure of the
company to adapt to the changes in the environment such as the consumer
preferences and technology, lack of differentiation applied to products and lack
of effective cost leadership strategies to efficiently manage costs.
General Motors is one of America's biggest corporations. It would seem
to be very successful, but it is having problems today. A lot of large companies
are having troubles today along with small companies. The recession is one of
the reasons, but there are other reasons too. General Motors has a long history,
and during that time it has changed its management and its management style
several times. The way the company is administered has something to do with
the troubles it is having today. It is having so many troubles that it is closing
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plants and firing people by the thousands. No one is sure if these measures will
make enough difference to save the company.
ORGANIZATIONAL CHART
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KEY STRATEGIC DILEMMAS
• GM's Bankruptcy
General Motors is the biggest of the three, Ford Chrysler and GM motors
the ponderous American auto makers who have traditionally dominated the
North American market.
GM's bankruptcy has given greater impetus to this downsizing, calling
for closing another 14 factories and 2,400 dealerships, eliminating 29,000 jobs,
and canceling nearly $80 billion in debt. But GM's survival cannot be assured by
cost cuts and capital infusion forever. GM hopes that a few new hit products will
raise profits, and is refocusing on crossover-utility vehicles (CUVs) and sedans.
Product reviews have been positive so far. Still, it will be challenging for GM's
new models to capture attention when all of these three automotive industries
are using the same strategy and introducing their own new lineups.
• Automation Production
In the early 1980s another foreign competitor, the Japanese, exploded
onto the U.S. auto market, offering reliable, small, competitively priced cars.
The Japanese approach, which emphasized such unusual practices as just-in-
time inventory, quality management, painstaking attention to production
processes, extensive employee training and involvement, and close cooperation
with suppliers, generated productivity rates far in excess of anything Detroit
could muster and posed a real threat to the established order in automobiles. To
deal with the growing global assault and reestablish its domestic leadership, GM
unleashed a radical business plan to automate and modernize its factories as well
as its car models. It was not a subtle strategy—the centerpiece of the plan was to
substitute high-tech robotics for inefficient labor, relying on GM's huge financial
resources to make it all work.
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• GM's Spending For Nothing
Though confidence remained high, productivity paybacks from GM's
factory automation spending seemed slower-than-expected right from the start.
Costs were rising at an alarming rate while market share and operating income
were starting to decline, a combination that might trigger warning bells in some
organizations. Internal GM reports indicated that by 1985 the Japanese cost
advantage had not changed after four years of intensive spending on automation.
The company that was founded on the principle of cost savings and was once the
prototype for efficiency had by 1986 become the auto industry's high cost
producer. The average number of autos produced by each GM employee stood
at 11.7, while the same metric at Ford was 16.1 and as high as 57.7 at Toyota.
GM also earned 38% less than Ford and 26% less than Toyota on each vehicle
they made.
• Automating GM (False Assumption)
The strategy to automate General Motors in the 1980s under Roger
Smith was predicated on a false assumption—that replacing people with
machines could turn back the Japanese attack and bring GM back to dominance
in the global auto industry. Rather than adopt the lean manufacturing techniques
that still define the Toyota production system today, a virtual obsession with
robotics took over. In some ways this was no different than the companies today
that jump on the latest fad without really understanding the underlying processes
and inter-relationships that make the whole thing work. That was certainly the
case with GM and automation in the 1980s. By not understanding how people
and machines could be effectively integrated, GM missed the essence of
Toyota's low-cost production success. Former Ford President Phil Benton put it
this way: "Automation would not make the list of major problems facing the
auto industry in the 1980s." Consistency of manufacture must come before
automation. Toyota is not as automated as Nissan, for example, but they are
more successful. "Everything goes back to management. What you need to do is
engineer the product to the skills of your work force."
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• GM Board of Directors
While there was internal opposition, particularly among people who
understood that productivity is not just based on labor costs but on the entire
production system, the board of directors appears to have had little problem with
the strategy. Indeed, given the deteriorating state of GM labor relations and
productivity at the beginning of the 1980s, turning to the automation solution
may well have been considered reasonable. It didn't take long, however, for
problems to develop. Plant efficiency was down in many factories, productivity
improvements relative to the Japanese did not materialize, and traditional
metrics like stock price and market share reflected these problems. Further,
when a company spends some $45 billion on automated factories, it does not
write a single check for that amount and wait for delivery. Expenditures of this
magnitude involve thousands of checks written to vendors over a long time
period, with an opportunity to assess progress along the way. For example, in
1983 GM spent $6 billion for new technology and automation, increasing to $9
billion in 1984 and $10 billion in 1985. Even by 1985, when internal studies
were indicating little change in the productivity gap between GM and Toyota,
GM was still poised to spend more. Nevertheless, throughout this time the board
of directors continued to approve Roger Smith's plans and expenditures.
FACTORS AFFECTING THE AUTOMOTIVE INDUSTRY
1. Political
Laws and government regulations have affected this industry since the
1960s. Almost all of the regulations come from consumers increasing concerns
for the environment and the concern for safer automobiles.
2. Economic
The automobile industry has a huge impact on every country’s economy.
According to various studies this industry is the major user of computer chips,
textiles, aluminum, copper, steel, iron, lead, plastics, vinyl, and rubber. The
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study also showed that for every autoworker there are seven other jobs created
in other industries. These industries include anything from the aluminums to
lead to vinyl.
3. Sociocultural
Today’s society judges people on the type of car you drive. Society does
not like to admit to this but it is very true. Manufactures know this happens and
targets their markets by these thoughts. Anyone who drives a nice vehicle is
thought to be wealthy. No one wants to be seen driving an unattractive piece of
junk because of what other people will think of him or her. Consumers also just
feel better when they are driving a nice or new car, if makes them feel better
about themselves.
4. Technology
The internet has affected just about every industry in the world and has
also had a huge impact on the automobile industry. A study was conducted by
J.D. Power and Associates in 2002 and involved more 27,000 new vehicle
buyers. The study showed that 60% of the buyers referred to the internet before
making their purchases and out of that 60%, 88% went to the auto websites
before going and taking a test drive. Business-to-business marketplaces have
given the industry many opportunities because of the internet, such as more
efficiency and lower cost.
5. Demographics
For many years now, the baby boomers generation has been the main
target market for just about every product. As their generation is getting ready to
retire and spend less money, the automakers are looking at the younger
generations. Right now, the focus is starting to turn towards the baby boomers
children (Generation X) who are in their mid-20 and 30’s. According to
Analysts, five years from now Gen X will account for at least 30% of vehicle
sales.
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6. Global
General Motors, Ford Motor Company, Daimler Chrysler, BMW,
Volkswagen, Volvo, Toyota, Mazda, and Nissan Motor Company come together
to create a new trade association created the Alliance of Automobile
Manufacturers. The organization was to replace the American Automobile
Manufacturers Association that only consisted of American manufacturers, the
goals of the associations were to work together on public policy matters of
common interest to provide credible industry information and data, and seek
consistent global regulatory standards
DIVISION OF BRANDS OF GM
GM's cars are sold under a number of different brands and marque. As
grouped by primary region of distribution:
North America: Buick, Cadillac, Chevrolet, GMC
Europe: Corvette (as standalone brand), Opel, Vauxhall
Asia/Pacific: Buick, Daewoo, Holden, Wuling (joint venture)
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FINANCIALS
Income Statement
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Balance Sheet
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Cash Flow
Fundamentals
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COMPETITORS
The major competitors of General Motors are domestic companies like
Damiler Chrysler & Ford Motor and foreign companies like Toyota Motor &
Honda Motor.
Damiler Chrysler
As the number two auto manufacturer in total revenues DaimlerChrysler
has positioned itself as an industry leader, with this come many strengths. The
DaimlerChrysler umbrella covers many well-known brands such as Dodge,
Chrysler, Mercedes Benz, and Jeep. This means DaimlerChrysler has strong
brands that are recognizable in almost every part of the world.
Ford Motor Company
Ford Motor Company is a global company with two core businesses:
Automotive and Financial Services. The Automotive business consists of the
design, development, and manufacture, sale and service of cars, trucks and
service parts. Ford has been focusing on cutting costs to increase margins more
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than its competitors. It has used reverse engineering in the development of their
products. Thus Ford has been an innovator in the auto industry.
Honda Motor Company
Honda motor company is not your average Japanese car manufacturer.
Originally known for motorcycles, Honda has managed to elude the dominate
keiretsu system in Japan and become one of the dominant automobile
manufactures in the world. There is much strength to Honda. Honda has a
reputation for producing high quality products from cars to motorcycles. Honda
has won many awards for initial quality and customer satisfaction. Their
automobiles are reliable and generally fuel efficient. Their research has afforded
them competitiveness in innovative products.
Toyota Motor Corporation
The Toyota Motor Corporation was incorporated in 1937 and has many
strengths being one of the industry leaders in the automotive industry. Toyota
has three major brands underneath the company umbrella; Toyota, Lexus, and
Scion. By having these three distinct brands, it lets the company reach many
sectors of the globe in a choice of vehicle for customers. Toyota has traditionally
also been the leader in Total Quality Management or TQM. By using the Kaizen
theory of continuous improvement, Japan caught up the U.S. auto makers during
the 1980s.
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SWOT ANALYSIS
STRENGTHS
1. Large Market Share
Although GM's market share in the US has dropped it is still very much
competitive at 26 percent. They also have an increasing share in the Chinese
market. With the right decisions there is no reason for GM to not become the
automotive leader it once was.
2. Global Experience
As explained above even with GM's recent decline they still have the
market share and the experience to bounce back. They have been a worldwide
company for nearly a century now and have established themselves as the global
leader for most of them. If you recall I mentioned above that a current
opportunity for GM is to expand globally and as we can see they already have
the experience to do so. It is just a matter of the correct planning and proper
implementation of those plans that will decided whether or not GM's goals are
achieved.
3. Variety of Brand Names
GM as I mentioned has been the automotive leader for the majority of
the last century. A large reason for that is the wide variety of quality brand
names that appeal to all target markets. The current GM brands include:
Chevrolet, GMC, Cadillac, Buick, Pontiac, Saturn, Hummer, Saab, Daewoo,
Opel, and Holden.
4. GMAC Customer Financing Program
Since its establishment in 1919 it has proven to be GM's most reliable
source of revenue.
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5. OnStar Satellite Technology
Developed in 1996 OnStar currently has over 3 million subscribers and
is standard on all GM vehicles. This technology allows the vehicles to be
tracked in the event of an emergency or theft. It also allows the driver and or
passengers the ability to communicate with OnStar personnel at the click of a
button.
WEAKNESSES
1. Behind on Alternative Energy Movement
This is GM's biggest weakness. The alternative energy/hybrid trend has
begun to take place in the automotive industry and GM has been one step behind
the competition in terms of alternative energy vehicles. This has led to many
problems including loss of market share and a decrease in company profit. In
order for any automotive company to be successful from this point forward they
must be Hybrid friendly and fuel efficient.
2. Poor Organizational Structure
GM's organizational structure seems to be too vertically integrated. This
causes a lack of communication between employees from top to bottom and may
have played a part in GM falling behind on the alternative energy movement.
3. Stagnant Profitability
Looking at GM's profit we see that they are certainly struggling with
respect to the size of their company. Their profit margin was about 1.5% and the
ROE has dramatically decreased over the recent years dropping to 10% in 2004.
This is a situation that shareholders will not be pleased with.
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4. Overly Dependent on US market
GM has become too dependent on the US market and must take
advantage of the opportunity to expand globally. The competition is becoming
too strong to focus on just one country.
5. Overly Dependent on General Motors Acceptance Corporation (GMAC)
Financing
GM has become too dependent on its financing program. Granted it is a
great strength for GM, however they once again cannot rely solely on financing
in order to turn profit, especially if they want to compete with Honda and
Toyota who are rapidly growing.
6. Poor Credit Status
GM's financial status has like everything else has been gradually
decreasing. Their current ratio is just barely above 1 and their asset test is even
lower. Although, I don't see them getting denied based on their credit at this
point, the seriousness of the matter is certainly apparent.
OPPORTUNITIES
1. Alternative Energy Movement
It is obvious that GM was behind its competition with regards to the
research and development of hybrid vehicles. However hybrid technology is still
very much new giving GM the opportunity to once again become the automotive
industry's leader in innovation and technology.
2. Continuing to Expand Globally.
Recently GM saw an increase in the Chinese automotive market, which
proves their needs to be more emphasis put on foreign markets. If GM can
infiltrate these markets and successfully grow along with their continuing focus
on the US market they will be headed in a positive direction.
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3. Low Interest Rates
With the right marketing strategy the low interest rates have the potential
to generate an immediate increase in sales.
4. Develop New Vehicle Styles and Models
This is an opportunity that will never be satisfied, meaning that GM
should always be attempting to develop the automotive world's most popular
vehicles, and as we know, what is in today will be out tomorrow.
THREATS
1. Rising Fuel Prices
With GM being a large producer in both trucks and SUV's, sales have
drastically decreased due to the lack of fuel efficiency. The rise in fuel prices
has played a significant role in creating the opportunity for development of both
hybrid and more fuel efficient vehicles. As you will find with most threats, an
equal opportunity will usually emerge as is the case here with GM's opportunity
mentioned above.
2. Growth of Competitors
GM no longer has the luxury of being the known leader in the
automotive industry and faces the reality that they are in serious trouble. As I
mentioned earlier Toyota took the first step in the direction of hybrid technology
and has since drastically grown and become the questionable automotive
frontrunner to start the 21st century.
3. Pension Payouts.
Part of this threat is their own doing and the other is simply unavoidable.
GM is responsible for providing generous pension benefits to its employees,
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which at the time seemed like a great idea,however they are now experiencing
problems as more and more people begin to collect.
4. Increased Health Care Costs
GM, like many large companies with quality employee health care
benefits, is experiencing a large financial hit that only gets worse as time
continues.
5. Rising Supply Costs, i.e. Steel
Once again this threat affects the entire automotive industry and forces
each company to cut manufacturing and production costs as much as possible,
without taking away from the quality of the product.
PORTER’S FIVE-FORCES ANALYSIS
The competitive structure of an industry is another important component
of identifying factors that are a threat to diminish profitability. One of the most
efficient ways to assess competitive issues is to consider Michael Porter's five-
force analysis. Porter has highlighted five such factors:
(1) Rivalry between existing competitors,
(2) Threat of entry by new competitors,
(3) Price pressure from substitute or complementary products,
(4) Bargaining power of buyers, and
(5) Bargaining power of suppliers.
1. Rivalry between existing competitors
With the rise of foreign competitors like Toyota, Honda and Nissan in
the 1970's and 80's, rivalry in the American auto industry has become much
more intense. Firms compete on both prices and non-price dimensions. The
price competition erodes profits by drawing down price-cost margins while non-
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price competition (e.g., new car rebates and interest free loans) drives up fixed
cost (new product development) and marginal cost (adding product features).
One of the other reasons there is such high rivalry is that there is a lack of
differentiation opportunities. All the companies make cars, trucks or SUVs. The
competitors are compared to one another constantly. In recent years there has
been significant market share variation, another indication of rivalry and its very
strong threat to profits.
2. Threat of entry by new competitors
The presence of new firms in an industry may force prices down and put
pressure on profits. There are, however, barriers to entry that tend to protect
established firms. One would expect the production of automobiles to require
significant economies of scale, an important barrier to entry. The new entrant
would have to achieve substantial market share to reach minimum efficient
scale, and if it does not, it may be at a significant cost disadvantage. While the
evidence suggests that economies of scale in the auto industry are substantial,
there are also indications that large size may not be as important as commonly
assumed. Nevertheless, entry would represent a large capital investment to any
new firm and the body of research still indicates that economies of scale
represent a substantial barrier to entry. Consequently, entry is currently a weak
threat to profitability.
3. Price pressure from substitute or complementary products
While five-forces do not directly consider demand, it does consider two
factors that influences demand ― substitutes and complements. Although new
cars generally are slightly price elastic, suggesting few real substitutes (e.g., bus
and rapid transit), the demand for a particular model is highly sensitive to price
because of the availability of close substitutes for a given model. A change in
the price of a complementary product (e.g., gasoline, batteries, and tires) could
have a significant impact on the demand for automobiles. The rising price of
gas, an important complementary product, is likely to affect some firms more
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than others depending upon the vehicle composition. Recent rising fuel prices
are likely to have a greater impact on the big three (GM, Ford Motor and
Daimler-Chrysler) whose most profitable models are energy inefficient pick-up
trucks and sports utility vehicles. On balance, the overall impact on "industry"
profitability from substitutes and complements is weak to moderate.
4. Bargaining Power of Buyers
Buyer power refers to the ability of individual customers to negotiate
prices that extract profit from the seller. Individual consumers have some
influence over price within a given dealership, but little power over
manufacturers. Customers can easily, and with little cost, switch to other auto
dealers. Furthermore, customers now have access to market information (prices
and costs) from the Internet that enhances their negotiating power. But when
you have many individual customers, each representing a small proportion of
total sales, they will have little bargaining power with manufacturers and
therefore pose a weak threat to industry profit.
5. Bargaining Power of Suppliers
Auto manufacturers require inputs-labor, parts, raw materials and
services. The cost of these inputs can have a significant effect on profitability.
Whether the strength of suppliers is weak, moderate or strong depends on how
much bargaining power they can exert. The auto manufacturers have large
supplier networks that appear to exert little bargaining power. Nevertheless, the
United Auto Workers (UAW), the only supplier of labor, has historically exerted
a great deal of leverage over the benefits and wages provided by the big three.
Because of this historical dominance by the UAW and the uncertain results of
their current negotiations with the big three, one has to characterize supplier
power, at least in this segment of the American market, as a strong threat to
profits.
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The following table summarizes the results of a five-force analysis of the
automobile industry.
CORE COMPETENCE
The core competence of General Motors is innovation. This is the
driving force behind its $190above turnover. General Motors has been utilizing
innovation in service ad technology to secure itself a dominant position in the
automobile industry, since 1908. In 1911, it conceptualized, engineered and
commercialized the self-starter engine for the first time. Then in 1926, its
product Cadillac was the pioneer in devising a nationwide service strategy. In
1996 General Motors introduced OnStar satellite technology which allows
equipped vehicles to be tracked in case of an emergency or theft and allows the
passengers to communicate with OnStar personnel. Other new car concepts
include mini cars such as Chevy Aveo. However in the case of hybrid vehicles,
General Motors was unable to keep up to the pace of the market demand.
FINANCIAL RESULTS
Based on the GM’s consolidate net sales and revenue, it shown that
General Motor Corporation revenue has been falling to $ 192.6 billion in 2007
from 193.5 billion in 2004. GM incurred a consolidated net loss in 2007 of $
10.6 billion, compared to net income of $ 2.8 billion in 2004.In the last 1990s,
GM had regained market share up $ 80 a share. In 2000, the interest went up by
the Federal Reserve to quell the stock market and a severe stock market decline
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following the September 11, 2001 attacks. Due to this factor, it affected a
pension and benefit crisis at General motors and many other American
companies. The current stock market price of General Motors are falling
between $28- $29 per share. It has been falling down gradually in the past six
years.
General Motors North America market share in 2007 fell to 25.5%
compared to 26.7 in 2004.Decreased in market share also due to sales declines
in segment where GM has high volume such as large sport utilities, mid-sized
utilities, and mid-sized cars. The unfavorable results of GM’s consolidate net
loss in 2007 were driven primarily by losses at GMNA due largely to
unfavorable volume and product mix.
SUGGESTED STRATEGIES
Below is a list of possible strategies General Motors could use to redirect
profits and be able to maintain survival for the future.
1. Market Development
2. Market Penetration
3. Product Development
4. Restructuring
5. Retrenchment
6. Liquidation Implementations
Suggested policies for General Motors would initiate with improvement
in their product then market growth, liquidation, and restructuring. Reasons for
product improvement being at the top of priorities is that GM has to create a
type of Hybrid vehicle that will allow it to keep up with the pace of the
competitive environment, but must be a product that stands out from the crowd
at the same time. Prime example of their idea for a Hybrid SUV, it fits the GM
profile with maintaining the SUV portion, but allows the firm to stay with trend
patterns.GM must also re-evaluate the market they are trying to approach,
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because for so long they have continued with a tradition outlook for
automobiles, but now that times are changing their original target market is not
looking for what they once were. General Motors needs to take a step back and
take look at how they want to position themselves and towards what market
since what they have been doing is no longer in favor for the company. An
example of what GM could possibly do is producing a futuristic vehicle, which
has been heard in rumors from Toyota about their next plan of action. If General
Motors could provide a "futuristic" vehicle before Toyota has the chance to hit
the market with theirs GM would be a step ahead of the competition. Economic
failure is important to GM because their possessions are a lot higher than
returns, and if GM may possibly try to convert their assets into cash then there
would be more readily available funds and then GM would not have to depend
some much on their U.S. sales, which only include 2/3 of that market and their
financing tactic wouldn't be as much of a risk. Liquidation would clearly help
out the financial parts of the organization. Last but not least is restructuring,
which General Motors most desperately needs to review possibilities. The
company has taken a large hit in recent years and needs to find a way back to the
top. This is only going to be achieved if something drastic is changed.
Restructuring the product development pace would be a start as well as cutting
back on employees because the company is growing in size but not in profit,
which causes a red flag for GM. The company needs to be re-evaluated in many
ways, but GM has been strong for many years that it is very possible for the
company to come above these issues.
EVALUATION:
The major thing for General Motors is to improve a Hybrid vehicle that
will keep the position in the competition for the company as well as to be
distinguished. Generating a Hybrid SUV is a brilliant idea and if GM can pull
that off by the end of 2012 the future could look very bright for them. The
company has a huge background proving that they can maintain being number
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one, it's just a matter of product development being maintained and refocusing
products to the correct target markets.
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