Daniel Akerson

GM Chairman and Chief Executive Officer

Thomas G. Stephen

GM Vice Chairman Global Chief Technology Officer GM Vice Chairman, Global Product Development

Mary Barra

 Under Billy Durants leadership, General Motors Company is organized on September 16, 1908 Today, GM is recognized as the worlds largest automaker Global automotive sales leader since 1931 Has manufacturing operations in 32 countries and its vehicles are sold in 200 countries

 Financial services: consumer vehicle financing, full service leasing, dealer financing, car and truck extended service contracts, residential and commercial mortgage services, and vehicle and homeowners insurance

 Developing a portfolio of future options to internal combustion engines Investing dedicated to improving cultural, economic, educational, environmental, and social aspects of our communities

 Protecting human health, natural resources, and global environment Improving vehicle safety for customers, passengers, and other motorists Creating environmental, health, and safety reports Improving health, safety, diversity, wages, and benefits

 North/South America Plant Quality Award J.D. Power Quality Study 2005 Supplier of the year Denso International America 2004 OnStar by GM receives the Grand Enterprise Value Award CIO Magazine

 Company Recognition The number of brands and brand recognition Committed workers Products like: OnStar and XM Satellite Radio Corporate Responsibility The time GM has been around Globally known and located in 32 countries GM dealer locations

 The decline of market share Health care costs Innovation of new products Competition or lack there of with China Too much invested in SUV and Trucks Not enough Research and Development

 New innovation can compete with others Cut health-care costs Cut jobs and move production overseas Shrink brand line Recapture market share and be more competitive with more money concentrating on smaller more fuel efficient cars

1. Toyota Motor Company 2. Ford Motor Company 3. Volkswagen

Top 3 Automakers Global, 2010 Group Units share Toyota 8,557,351 11.0% G.M. 8,476,192 10.9% Volkswagen 7,341,065 9.4%

1.) In 2005 began meetings and talks between the UAW and General Motors. Make proposals that will need to be voted on by 100% of voters. a.) Cut long-term health care liability by $20 billion b.) Cut its hourly health care liability by 30% c.) Save $5 billion annually on health care expenses

 The UAW rejects new plan ideas GM must cut jobs or close plants laying off thousands because new plan doesnt work If health care expenditures are not cut, GM could go bankrupt Workers could strike GM goes out of business

The plan will work and GM will become more profitable Less money lost will lead to more money put into solving other company problems More money dedicated to the more fuel efficient R & D to better compete with other auto makers Share price will increase drastically and GM will recapture the market percentage they once had

 GM will use their market share to bring suppliers in line with their needs. GM force their suppliers to reduce prices and increase quality control. With this increased leverage at each supplier costs will come down and car sales will increase due to increased consumer confidence. The goal will be to reduce their manufacturing costs which will enable them to increase revenues and profits. This strategy also suggests greater transparency of suppliers financial situations to prevent similar problems like Delphi.

GM notified all suppliers of this plan on February 1, 2006. GM will evaluate each supplier according to their Total Value Promise, as well as the percentage reduction in price. If quality is lacking suppliers dropped at the end of each fiscal year.

 Increased Sales Reduced costs Greater ability to estimate financials Increase Shareholder value Increase sales = Increase demand for suppliers.

Substantial amount of time to meet with suppliers (>100k). Increased costs associated with Quality Control evaluations (approx. 2 mil./yr.) Possible loss of suppliers.

 $2 Billion to R&D department to get things caught up quickly $200 million increase to design budget to bring in top designers for GMs next generation models

 Hold Board Members and Upper Management Responsible Turn GMs tech strategy from Follower to Leader and look to the future Remake the Brand Image by focusing on strengths and cutting weaknesses

 They must be held accountable for both successes and failures Bureaucratic structure must change to help decision making process (decentralize decision making process) Incentivize and challenge management Change board to people who had turned around failing companies

 No longer can GM survive being a tech dinosaur Created a large centralized and well funded R&D program to catch up and surpass competitors Rushing into hybrid technology.

 Build back market share to over 30% by 2008 Phase out sluggish brands by 2009
Pontiac, Oldsmobile, and Buick

More focus on brand specific vehicles

No longer should every brand offer every type of vehicle
Destructive cannibalizing competition Too many models and platforms Vehicles all look the same to consumers

Bring back exciting vehicles with quality, character, and style

 Regain lost market share Better Corporate image Build up consumer confidence Fewer mistakes in the future Increased shareholder value Bottom line = More cars sold

JITHIN DAS MBA S1