Abstract This paper traces the history of GeneralMotorsCorporation and its most important CEO and Chairman, Alfred Sloan to determine the magnitude of Sloan's contribution to the company. It examines how without the presence of certain industrialists, the growth of the American economy would have probably remained stunted and how one such person was Alfred Sloan who served as the President, the Chief Executive Officer and the Chairman of GeneralMotorsCorporation for over 30 years. It analyzes how the GeneralMotorsCorporation owes most of its growth and huge presence in the automobile industry to Sloan and how it is largely due to Sloan and his business practices that GeneralMotors was the first corporation in the automobile industry in a number of areas to introduce innovative products and practices.
From the Paper "Prior to heading General Motors, Sloan already possessed the industrialist vision. He began his career as a draftsman in a small machine shop, the Hyatt Roller Bearing Company of Newark, New Jersey where he urged the management to produce ball bearings. He believed that there was not only a need for bearings at that time but there was a large untapped market as well; hence it made complete business sense. Therefore, at his insistence, the company began producing new anti-friction bearings for automobiles, which formed the basis of Hyatt's expansion. As a direct result of his business foresight and talent, he was appointed the president of Hyatt in the year 1898. Hyatt automotive ball bearings became a standard in the automobile industry, and the company grew rapidly under his leadership. In 1916 the Hyatt Roller Bearing Company, together with a number of other manufacturers of automobile accessories, merged with the United Motors Corporation. Sloan was appointed as the President of UMC. UMC was dissolved in 1919 and individual businesses were incorporated as part of General Motors Corporation."
Abstract This paper discusses GeneralMotorsCorporation's recent financial difficulties led by its former parts divisions, Delphi, falling into bankruptcy, poor sales due to high gasoline prices, and finally its recent announcement that it is being forced to restate its 2001 financial filings with the SEC. The paper then compares these events to Ford Motor Company's very similar situation with its former parts division, Visteon, recently reporting a $200 million quarterly loss following a financial bail out of Visteon by Ford.
From the Paper "GM Business Report A recent news article from Reuters announced that General Motors (GM) is restating its 2001 financial statements after it was previously announced that the company is being investigated by the SEC(Chakravorti, 2005). Following, as it does, the announced bankruptcy of Delphi, GM's former parts division and its largest provider of parts currently, this news only complicates and worsens an already bleak financial and performance assessment of the company. This news is certainly very negative for GM. GM finds itself already strapped with 111,000 unionized workers who, if laid-off or otherwise placed off the assembly line, still receive 95% of their base wages (Newman par.4) and legacy costs per vehicle at an approximate $1,600 (Beucke, et al, 2005, para.3). These situations combine to have a debilitating effect on GM's overall performance from both ends of its product cycle. "
Abstract This paper presents a financial analysis of GeneralMotors financial statements as found in its annual financial statement (10-K) release to its shareholders and the general public. This analysis includes liquidity ratios, inventory ratios, asset ratios, equity ratios, and a host of other typical financial analysis tools. A brief overview of GeneralMotors' current industry position introduces the analysis.
From the Paper "General Motors Corporation sells automobiles and other related parts and equipment, operates a diverse portfolio of business operations. In fact, it is as much of a finance company as it is a vehicle manufacturer. The most recent annual 10-K filing is for the 2004 financial year providing the relevant data regarding income on operations, net income for the most recent years, as well as a host of other financial related information necessary to complete a financial analysis of the company. The 10-K also contains relevant auditor, internal and external data, as well as the personal signoff of the executive officers committing to the validity of the financial reports forcing them to take a vested interest in the validity of the company's numbers. This last is required by the Sarbaanes-Oxley Act of 2001."
Abstract This paper discusses the nature and character of GeneralMotors financial statements as found in its annual financial statement (10-K), released to its shareholders and the general public. Particular attention is paid to the income statements, cash flows, and accounting policies. Also, the type of income statement, either single-step or multi-step, is identified.
From the Paper "Income statements can either be single-step or multi-step and the choice of which is used is dependent on the type of business and the business model employed. A single-step income statement tends to place all revenues in one sum as well as all expenses together in another sum. Single-step income statements are most commonly associated with companies or business models built around a service or an intangible product of some kind. Multi-step income statements normally contain more than one sub-total under the sales revenue column such as a cost of goods sold (COGS) figure so that a more accurate picture of revenue can be deduced from the figures."
Abstract The paper discusses the advantages and disadvantages for GeneralMotors (GM) to move production operations to a less developed country. The paper examines labor costs and supply chain issues.
From the Paper "There are a number of reasons that could motivate a company based in the United States to move all or a part of its production to a less developed country. There also are different ways to interpret production."
Abstract This paper provides an evaluation of the organizational development of GeneralMotors, Egypt. The paper covers the issues of background of the company, market analysis, assessment of business problems and evaluation of strategy.
From the Paper "This research presents the findings of an organizational development analysis of General Motors, Egypt. The findings are presented in the following discussions: A background on the company and its environment, B environmental and market analysis, C major business problems, D assessment of business problems and E evaluation of the strategy of General Motors, Egypt. General Motors Corporation, GM, ranks number one on the Fortune and GM is a premiere America company by any measure."
Abstract This paper discusses the current situation in the automotive industry and GeneralMotors' position in the overall industry. The paper discusses GM's current troubles as well as future strategies in relation to its 2004 annual statement. The paper further examines GM's future move into the China market and the possibility of a bankruptcy due to Delphi's recent bankruptcy.
From the Paper "The automotive industry in the US is currently under assault from several different threats simultaneously. The most obvious threat to continued sales and profitability are the increasingly high fuel prices that are exacerbating most energy related or energy-reliant industries. Siddiqi claims that lower reserves combined with higher fuel consumption could permanently raise the cost of gas (2005). Since US automotive manufacturers have long resisted the move to more fuel efficient vehicles, preferring instead to produce and market its gas guzzling SUVs, a permanent rise in fuel costs would doom that high margin product line and severely weaken an already exposed industry."
Abstract This paper takes a look at GeneralMotors in an attempt to identify the highest authority. According to the paper, the highest power member of GeneralMotors is chairman and CEO Richard Wagoner. The paper also discusses whether the corporation should continue the struggle for the international leader position or should step down and allow Toyota to become leader.
Outline:
Core questions in GeneralMotors Future Intentions and Strategies
Chrysler Competing with GeneralMotors
From the Paper "A note addressed to General Motors' chief executive officer proposed a rather intriguing strategy and it basically referred to the corporation's falling behind and allowing Toyota to become the international leader. In doing so, General Motors would no longer be preoccupied by marinating its positions and would finally possess the time and energy to focus on reaching other main objectives such as increasing profits. It is generally agreed that achieving the first position is seldom as difficult as it is maintaining that position. And in the case of General Motors, being number one implies several costs for acquiring the best high technology devices and services, devices and services that generally bring about the necessity to cut down other vital expenses. In other words, by stepping out and allowing Toyota to become the automobile international leader, General Motors would gain precious time and energy to focus on achieving other core goals."
A review of an article about GeneralMotors that appeared in CBC, followed by an analysis of the problems that GeneralMotors is facing and various suggested solutions.
1,800 words (approx. 7.2 pages), 4 sources, 2005, $ 71.95
Abstract The paper discusses an article from the CBC (attached) which focuses on the 2nd quarter losses for GeneralMotorscorporations, exceeding $236 million. The paper discusses the article, and then provides an analysis of the companies problems using organizational behavior strategies. The paper further discusses the Total Quality Management system and how this program would benefit generalMotors over time.
Abstract This paper discusses the market strategy at Toyota and GeneralMotors. It bases its discussion on issues of quality, efficiency and utility within the organizations. After discussing each company individually, the paper compares the two companies with each other. It concludes that GeneralMotors needs to improve various aspects of its business if it wishes to remain competitive in the automotive industry.
Table of Contents:
Industry Overview
Working Hypothesis
Definition of Terms
GeneralMotors Overview
GM's Market Position
Toyota Motor Company
Overview
Toyota's Market Position
Conclusions & Recommendations
Conclusions
Recommendations
From the Paper "The automotive industry in North America and specifically GM is heavily unionized and has served to increase the wages and benefits of the industries workforce for many years (Oughton). This massive cost overhead in tandem with the generous retiree benefits package is largely responsible for GM's cost overhead per vehicle that makes it unable to compete on price with the import companies. These cost factors ensure that GM must attempt to try and consolidate its brand structure into fewer offerings as has begun to do with its closing of the Oldsmobile line in 2004. Many market pundits believe that for GM to return to profitability it must first: 1) reduce its product line-up, 2) renegotiate union contracts to better terms, and 3) shutter some manufacturing facilities across all markets (Beucke, et al pars.38-40). Any other strategy that attempts to avoid these measures is certain to result in continued market declines."
Tags: GM, automotive, motor, benefits, costs, Prius
Abstract This paper attempts to analyse problems faced by GeneralMotors and how it overcame them by developing its human resources departmant as a source of competitive advantage. It looks at how, by following a successful strategy, GeneralMotors has become more flexible to its employees, suppliers and dealers and has steadily begun to gain its market share.
Outline
Introduction
Literature Review
Corporate Background
Vision of GeneralMotors Mission of GeneralMotors Objectives of GeneralMotors GeneralMotors Global Strategy
Swot Analysis of GeneralMotors GeneralMotors Human Resource Management
A Climate for Change
GeneralMotors HR Strategy: 3Ts
Technology
Transformation
GeneralMotors HR Strategy as a Means of Competitive Advantage
GM's Market Share Through Implementation of HR Strategy
Conclusion
From the Paper "Strategic human resource management has been defined as ? the linking of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation and flexibility? (Siddharth Chaturvedi). Strategic HR means accepting the HR function as a strategic partner in the formulation of the company's strategies as well as in the implementation of those strategies through HR activities such as recruiting, selecting, training and rewarding personnel. Whereas strategic HR recognizes HR's partnership role in the strategizing process, the term HR Strategies refers to specific HR courses of action the company plans to pursue to achieve it's aims."
Abstract This marketing plan discusses Toyota MotorCorporation. It emphasizes its global operations as well as its dependence on two markets in particular to drive its global expansion. The paper discusses Toyota's performance and profitability, as well as the fact that it is faced with several opportunities that could ultimately lead to its displacement of GeneralMotorsCorporation as the world's leading automotive manufacturer.
From the Paper "Introduction Company Overview Toyota Motor Corporation designs, manufactures, and distributes motor vehicles in all major markets around the world and is one of the largest automotive manufacturers in the world. Its product line consists of mini transportation vehicles designed for the Asian region to large transportation trucks. Like many of its competitors Toyota maintains a series of business operations, primarily financial related, around its core automotive business. These consist of financial services related to automotive financing, vehicle insurance services, and credit card services. However, Toyota is also involved to varying degrees in telecommunications, industrial equipment, prefabricated housing, as well as leisure boating products."
Abstract This paper examines the fiscal analysis and various facets of GeneralMotors, including the sale of the GeneralMotors Acceptance Corporation (GMAC) and the Delphi situation. This paper also reviews the new long term GeneralMotors strategy which involves shifting production to locations outside America, to China in particular.
From the Paper "Consumer fears regarding GM are nothing new. Consumers are not blind to the losses that GM has been taking, totaling 10.6 billion for last year alone. Though recently dealerships have been taking the hit as well. An internal GM sales record for the area of Chicago shows that in October of 2005, the total sales made up only 12% of the companies monthly goal. The report also showed almost no sales for the Pontiac, Buick, and GMC dealers, Chevrolet making up almost all of the dismal 12%. Many dealers are having a hard time getting by at all, like Allan Gilmour, a Ford-Chrysler dealer. "The dealership would normally sell fifty vehicles a month, but could only manage seven vehicles this month" says Gilmour. Dennis Doerge of Loren Buick-Pontiac states that it's "the worst I've seen in thirty years" and that consumers "are scared to death to buy".
Potential investors have similar feelings on buying stock with GM. Fitch ratings has lowered GM into "Below-investment" status, and Moody's Investors Service also lowered GM's investment rating. Dropping credit ratings and falling stock prices are making stock and bond holders uneasy with the thought of not being paid on time and in full. One reason for the lower ratings of GM's credit is the companies dependence on Delphi, it's main supplier of parts. Delphi itself declared bankruptcy in October of 2005, and many investors feel that GM's dependence on a struggling supplier of vital parts can do no good for the consumers view of GM.
Delphi broke off from GM in 1999, but it still has the power to drive GM into the ground, and many fear this is how GM will enter bankruptcy. Delphi has very recently showed interest in eliminating it's union contract with the UAW through a bankruptcy judge. Once the contracts are voided, Delphi would proceed to cut workers hourly wages by 40%. On top of the huge wage slash, a reorganization plan would shut down 21 of its 29 American factories and lay off 8,500 salary paid workers. If Delphi drops the contracts, the UAW has already agreed to strike against all Delphi plants."
Abstract GeneralMotorsCorporation distributed wireless LANs to all 25 of its North American assembly plants, thus decreasing their assembly line downtime and giving workers more mobility. Nortel Networks removed business boundaries by installing a wireless LAN system in their Beijing and Sydney offices, allowing the company to cut building cabling costs by 60% and drawing a rapid return on investment in less than a year. This paper examines how the introduction of a wireless LAN to GeneralMotors and Nortel Networks gave the two companies a big advantage in their industry by allowing them to save money and have a rapid return on their investment in little or no time.
From the Paper "The need for flexible work arrangements and increased need for collaboration among project teams are a couple of factors among a few that suggested the need to set up WLAN technology. One of the highlights of the WLAN implementation is seamless roaming across points which is very important to the effectiveness of the network. This seamless roaming offers uninterrupted and secure connectivity so that if one moves about in an area there connection will not be lost causing them to restart there session."
Abstract This paper identifies GeneralMotors' investments in Canada, and considers motivations for investment, and how value is created. The paper discusses some of the reasons for American corporations to acquire controlling interests in Canadian companies. It also looks at cross-ownership in a global world.
From the Paper "Based on an article by Doug Struck that appeared in the Washington Post that reported in part that several large Canadian companies are now owned by American corporations, this report investigates some of the motivations ..."
