I just finished reading "Crash Course: The American Automobile Industry's Road from Glory to Disaster" by Paul Ingrassia which covers the industry thru the GM bankruptcy.
Late in the book the author talks about the decisions about which GM brands to keep and which to dump. The initial plan to to retain Chevy and Cadillac and sell/retire the rest. About GMC:
As for GMC, its trucks were basically Chevrolets with steroidal styling. To Wilson and his task force colleagues, Buick and GMC had become distractions instead of assets.
But we get to the bottom line:
Well, Henderson explained, GMC was "extremely profitable" because it carried more cachet than Chevrolet. "It wouldn't make good business sense," he added, "to try to collapse that into Chevrolet." Put another way, A GMC truck adorned with a macho grille and marketed with country music commercials could be priced thousands of dollars higher than a nearly identical soccer-mom truck from Chevorolet. it was the sort of "badge engineering" that had blurred the differences among too many GM vehicles over the years...
The book goes into the deep details of CEO personalities, board decisions, UAW contracts, retiree plans, and which creditor got what in the bailouts and later in the bankruptcy. Two things that stood out to me with regards to emissions and EVs:
- The CEO of Fiat, speaking with President Obama's Automotive Task Force, outlined his plan for Chrysler and described why they would be a good fit:
Fiat was strong in international markets, he said, but had little presence in the United States, which was Chrysler's citadel. Chrysler had strengths in trucks and SUVs, he added, while Fiat's strong suit was small cars. Without Fiat, Marchionne argued, Chrysler wouldn't meet future fuel-economy requirements under the CAFE law. But to his surprise, the task force members really didn't care. Their mission was to save jobs and the economy, not the environment.
- The only mention of the Volt in 306 pages was during a GM 'dog and pony' show for the Automotive Task Force prior to the bankruptcy and Wagoner's resignation:
GM trotted out an assortment of existing and experimental GM cars for the team to drive, including cars powered by hydrogen fuel cells and the vaunted Chevy Volt. It was exactly the sort of display that GM - and every car company in the world - had used for years to impress board members, Wall Street analysts, and journalists. But this time it backfired.
Despite all the hype and hope heaped on the Volt, Rattner and Bloom found it simply irrelevant to saving General Motors. With its likely $37,000 price tag and sale sprojections of only some ten thousand vehicles over the next three years, the Volt couldn't conceivably help a company that was running out of time. The more Wagoner touted the car, which he did at every turn, the more Rattner and Bloom became convinced he was removed from reality.
A bit later, after the final bunch of meetings, Wagoner was asked to resign.
Rattner was concluding that General Motors might be the worst-managed company he had every seen. Bloom compared it to Bethlehem Steel, the quintessential industrial dinosaur that had collapsed in 2003 due to a cloistered management culture, crushing debt, costly labor contracts, and multiple retirees for every active worker. It had had problems, in short, not unlike GM's.
The Volt was conceived and gestated during a time when GM was losing tons of money and was finally admitting that they had a problem. Instead of doing the difficult work needed to turn their ship around (like Ford), they kept relying on smoke and mirrors and stick-on smiles. That's got to be hard on a 'kid'...
I'm thinking the Volt will be little more than a low-volume showpiece that GM will push aside while they continue to concentrate on vehicles with a better profit margin. They've got more than 30 years of inertia to overcome - that's more than even bankruptcy and a new CEO can easily overcome.