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History Of General Motors

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In liquidation, foreign companies will buy several of its most modern plants. Any assets will be bought for cents on the dollar. Most of its work force of white and blue collar workers will become unemployed. The ripple effect on suppliers, vendors, and customers will be ruinous. A liquidation will degenerate into a national depression.



Management has tried repeatedly to save this legendary company but did not have the vision, the capabilities, and the financial backup. The GM board has been the major cause for the slow death of this company. In the face of continuing losses, the board insisted on healthy quarterly dividends. Not making enough cash and paying out dividends is stumbling towards the abyss. Any sudden downturn in sales or in margins forces the company into insolvency.

GM's top management and its board made one fatal miscalculation; they gambled that Congress will never let GM go out of business. This gamble was not reckless. After all, US Congress had saved Chrysler a few decades back. When the US financial crisis was threatening world markets with a meltdown, US Congress supported rampant fraud and gambling in the financial industry on a grand style. AIG, one such gambling insurance company, was awarded a huge financial bailout package. The Big Three could continue their businesses for years with a similar gift.

For the last several decades, the automotive industry has been under constant attack by competition, by its investors, and by government. GM management was not capable of fending them off. GM lost a huge portion of its market share, investors looted its cash, and US government told the automotive industry how to design cars.

The ill advised meddling of US Government in matters of fuel efficiency and emissions has cost the automotive industry dearly. Huge amounts of research funds were spent in meeting marginally effective government regulations. US Congress deserves much blame for legislating very wasteful and very expensive solutions for previously unsolved, technical problems.

When Mr. Wagoner and his compatriots came to claim their bailout package, they were admonished by Congress for flying to Washington on corporate jets. For the first time, they may have understood that their future was much more precarious than they expected after watching the generous, incompetent, and ineffective bailout of the financial industry only a few weeks earlier.

After assigning blame, it is time to look at possible solutions. Liquidating General Motors will do huge harm at the most inopportune period in US economic history. It is unacceptable. Providing massive loans to GM is not the right solution, either. Instead, GM needs a complete reorganization, new management, a new board, new products, and a competitive pay and benefit structure for its white and blue collar workers.

Going through a bankruptcy proceeding is one viable approach. Unquestionably, bankruptcy is a tough way to go. GM's image will be blemished severely and future customers may be worried about car warranties and used car values. Future sales will certainly take a hit. Bankruptcy is time consuming and will damage the company and the crippled US economy further.

A better way is an offer by US government to purchase all assets of the company through a newly formed automotive corporation organized and financed by the government. GM stock is cheap. Its stock is worth two billion dollars; buying the company is feasible. The new company can agree to honor ongoing transactions, future product warranties can be issued and honored, pension obligations can be settled permanently, and the public would be assured of future product viability. A fresh, unrestrained startup would be guaranteed.

Additionally, US Congress must consider security and strategic aspects. Nobody else can muster the legislative and financial wherewithal for creating a critically needed, highly competitive, massive, new manufacturing entity. The wide range of existing products and production facilities and huge, sunken, irretrievable investments must be leveraged into creating a rejuvenated company that is lean, mean, and efficient. This company must be managed to rebuild stock value for a future recovery of government funds through sale of government held equity.

Above all, the new GM needs an infusion of capable management, cash, new products, and a board consisting of all new stakeholders in the company. Complete requisite sales, production, financial, and other management systems are in place and can be used for commencing business immediately. The company can become competitive quickly after a thorough cleansing of undeserved preferences, outdated policies, and inefficient practices.

The US cannot afford to lose the millions of manufacturing jobs that will result from a GM shutdown. There is no cheaper way to preserve and create jobs than by reorganizing the old, leaderless GM and hitting the ground running with a newly energized, innovative successor corporation. It would be insane to let a company with product lines like Corvette, Cadillac, and GMC go out of business. The costs and losses of a failure are incomparably larger than the amount of temporary, financial assistance for a reorganized, competitive successor company.

The US can ill afford another financial debacle while we are still watching with consternation and wonderment the mismanagement of the $700 billion congressional bailout attempt.

Saving GM will be good for the US, Ford, and Chrysler!
History Of General Motors
It's something the Public Relations Team at ICMediaDirect.com continually stresses to clients ? a company must avail itself to corporate blogging. The interactive world saw the wisdom of this advice on Thursday, June 1st, when some normally sedate corners of the Internet turned into a battleground of corporate messaging that ultimately demonstrated how skilled corporate blogging can be an immeasurable asset. In this instance an unusual underdog, a giant corporation fought back against a blindsided smear from an influential journalist.

Here's what happened: a high profile columnist from the New York Times, Thomas Friedman, wrote a column crushing General Motor's Fuel Price Protection Program and in the process accused GM of some pretty bad stuff. Among other things he wrote that GM is "more dangerous to America's future" than any other company and that they play the role of "crack dealer" to Americans addicted to SUVs. (I take it Friedman doesn't hold the American consumer in very high regard, either) If this wasn't enough, Mr. Friedman accused GM, along with Ford and DaimlerChrysler, of buying votes in Congress. These are not unsubstantial charges.

Only a couple of months ago I wrote here about the blog being an instrument of public relations defense; how it's a pure platform of control which can be used to deliver a succinct corporate message in order to clear whatever misunderstanding or charge or misconception that may be thundering about the public arena of opinion.

It seems like only yesterday that when a major media property said something bad about your company, the only recourse was to hope that people didn't read the paper or tune in that day. Well, we're in the Interactive Age ? and this is a time where relevant people tend to miss stories of interest less than ever, as good content gets passed around the Internet like hors d'oeuvres at a cocktail party. It is the nature of the Internet that content gets to its most relevant destinations and when a name is being dragged in the mud, it's safe to say that those who matter most to that name will be the first ones reading it.

Fortunately for GM, their FastLane blog, the very one I cited in my article in February, responded to Friedman's piece in a rather spectacular fashion.

GM knew that 1) Friedman is, essentially, a writer and not a car maker ? with the equal footing that blogs give, what used to be a slam dunk with the advantage to the hit-and-run writer, would actually be advantage to GM ? building cars is GM's territory, not Friedman ? their expertise would end up shredding Friedman's assertions to bits.

The issue of public message and the ability to shape its content is vital with corporate blogging. GM didn't fly off the handle. Sure, they were probably angry, but should the goal of a public response is to hurt Friedman's feelings or win over readers? Wisely, GM set upon their response in a polite, friendly fashion. FastLane praised Friedman's body of work and even invited him to Detroit to check up on some of their alternative fuel based solutions.

As I read FastLane counter Friedman's charges point by point, I also pondered the scope of GM's mini opinion coup. For starters, I had been unaware of Friedman's article of May the 31st until I saw a blurb about the affair the following day on Drudgereport, the online scandal sheet ? a real motor for online media. I clicked the link and learned of the whole affair ? my attention in the matter, as a receiver of the message, was now in play.

GM's response was not only solid enough to overpower Friedman's insinuations, but smooth enough in its delivery to educate me about what GM is up to. I suppose GM felt that if I was there to dig up dirt (and I was), I might as well read up on GM's stance in alternative fuels and hybrid cars (and I did, interesting stuff). These guys were turning a negative into a positive. And they had every right to. Here was a pro writer getting GM's story wrong ? what right does someone to do that? Again, in an earlier age, GM would have had to sit there and take it as a columnist of Friedman's stature could move on to his next piece largely unaffected by the flap he caused.

Well, if this what hatchet jobs are yielding in the Interactive Age, then maybe Mr. Friedman will have to be more exacting in his targets. And if his name is tarnished a bit by being countered by a high quality blog belonging to the company he attacked, well, so be it. There is a modicum of justice and a lesson in the democratization of online opinion in this story - elements that are basis of the blog itself.

Well done, FastLane blog of GM, you've demonstrated why every company should have a blog. You turned a surprise attack into a positive.

Joseph Pratt

Media Analyst

ICMediaDirect.com

TEL: 212-563-6455

Email: joseph@icmediadirect.com

http://www.icmediadirect.com
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Both Klaus H Hemsath & Joseph Pratt are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

Klaus H Hemsath has sinced written about articles on various topics from Cars, Politics and Facts about Barack Obama. Dr. Hemsath recently published the book: CLIMATE CHANGE - GOLD RUSH OR DISASTER? For 50 years he has worked as scientist, process engineer, Corporate Vice President of R&D, Company President, CEO, and Inventor. He holds more than 60 US Patents. He is wo. Klaus H Hemsath's top article generates over 5400 views. to your Favourites.

Joseph Pratt has sinced written about articles on various topics from The Internet, Computers and The Internet and The Internet. . Joseph Pratt's top article generates over 22200 views. to your Favourites.
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