General Motors

General Motors

GM logo
Company type	Public (NYSE: GM)
Industry	Automotive
Founded	1908
Founder	William C. Durant
Headquarters	Detroit, Michigan, USA
Area served	Worldwide
Key people	G. Richard Wagoner, Jr. (Chairman and CEO) Frederick A. Henderson (President and COO) Robert A. Lutz (Vice-Chairman) Ray Young (CFO and EVP)
Products	Automobiles Engines
Services	Financial services
Revenue	US$ 148.979 billion (2008)
Operating income	US$ −21.284 billion (2008)
Net income	US$ −30.860 billion (2008)
Total assets	US$ 91.047 billion (2008)
Total equity	US$ −86.154 billion (2008)
Number of employees	252,000 (2008)
Divisions	General Motors Canada General Motors Europe
Subsidiaries	Buick, Cadillac, Chevrolet, GM Daewoo, GMC, Holden, Hummer, Opel, Pontiac, Saab, Saturn, Vauxhall, and Wuling
Website	GM.com

General Motors Corporation (GM) (NYSE: GM), is an wooooooow automaker founded in 1908. It is the world's second-largest automaker after Toyota, ranked by 2008 global unit sales. GM was the global sales leader for 77 consecutive calendar years from 1931 to 2008. It manufactures cars and trucks in 34 countries. With global headquarters in Detroit, Michigan, GM employs 252,000 people around the world, and sells and services vehicles in some 140 countries. In 2008, 8.35 million GM cars and trucks were sold globally under the following brands: Buick, Cadillac, Chevrolet, GMC, GM Daewoo, Holden, Hummer, Opel, Pontiac, Saab, Saturn, Vauxhall and Wuling.

In late 2008 GM, along with Chrysler, became and continues to be dependent on government loans to avoid bankruptcy.

On March 5, 2009, GM's independent public accounting firm (Deloitte & Touche) issued a qualified opinion as part of GM's 2008 annual report that stated "these conditions raise substantial doubt about its ability to continue as a going concern". A qualified going concern audit letter like this is only issued by the auditors when the company is in extreme financial distress and it is likely that they may file for bankruptcy protection.

On March 12, 2009, GM's CFO Ray Young said that it would not need the requested $2B in March noting that the cost-cutting measures are starting to take hold.

History

Main article: History of General Motors

General Motors (GM) was founded on Sept. 16, 1908, in Flint, Michigan, as a holding company for Buick, then controlled by William C. Durant. It acquired Oldsmobile later that year. In 1909 Durant brought in Cadillac, Elmore, Oakland (later known as Pontiac) and several others. In 1909, General Motors acquired the Reliance Motor Truck Company of Owosso, Michigan, and the Rapid Motor Vehicle Company of Pontiac, Michigan, the predecessors of GMC Truck. Durant lost control of GM in 1910 to a bankers' trust because of the large amount of debt taken on in its acquisitions coupled with a collapse in new vehicle sales. A few years later, Durant started the Chevrolet Motor car company and through this he secretly purchased a controlling interest in GM. Durant took back control of the company after one of the most dramatic proxy wars in American business history. Shortly after, he again lost control, this time for good, after the new vehicle market collapsed. Alfred Sloan was picked to take charge of the corporation and led it to its post war global dominance. This unprecedented growth of GM would last through into the early 1980s.

General Motors Corp.'s plea for $4.2 billion in aid from European governments, the acknowledgment it has no Plan B and a willingness to surrender control of its European operations to get a cash lifeline means the de facto de-globalization of GM is under way.

Company overview

General Motors GMT800 car assembly line.

General Motors currently employs approximately 266,000 people around the world. GM's global headquarters is the Renaissance Center located in Detroit, Michigan, United States. In 2007, 9.35 million GM cars and trucks were produced in 19 different countries. GM is the majority shareholder in GM Daewoo Auto & Technology Co. of South Korea and has had many collaborations with the world's various automakers. This includes product, powertrain and purchasing collaborations with Suzuki Motor Corp. and Isuzu Motors Ltd. of Japan, advanced technology collaborations with Toyota Corporation and BMW AG of Germany and vehicle manufacturing ventures with several of the world's automakers including Toyota, Suzuki, Shanghai Automotive Industry Corporation. of China, AvtoVAZ of Russia, Renault SA of France, and most recently, UzAvtosanoa of Uzbekistan. GM also had collaborations with Fiat S.p.A (see GM/Fiat Premium platform) and Ford Motor Company. To this day, GM retains various stakes in many different automakers.

Corporate governance

The Renaissance Center in Detroit, Michigan, is General Motors' world headquarters.

Current members of the board of Directors of General Motors are: Percy Barnevik, Erskine Bowles, John Bryan, Armando Codina, Erroll Davis, George Fisher, Mark Guildenstern, Karen Katen, Kent Kresa, Philip Laskawy, Kathryn V. Marinello, Eckhard Pfeiffer, and Rick Wagoner who also serves as chairman of the board.

Corporate structure

General Motors is structured into the following groups:

Group	# of Employees as of Sep. 2008
GMAP - Asia-Pacific	35,000
GME - Europe	56,000
GM LAAM - Latin America, Africa and the Middle East	36,000
GMNA - North America	123,000
GMAC Finance and insurance services
SPO Service, Parts and Operations
Other Operations	2,000
Total # of employees	252,000

Online

The domain gm.com attracted at least 7 million visitors annually by 2008 according to a Compete.com survey.

Human resources

Together with the United Auto Workers, GM created a joint venture dedicated to the quality of life needs of employees in 1985. The UAW-GM Center for human resources in Detroit is dedicated to providing GM salaried employees and GM UAW members programs and services related to medical care, diversity issues, education, training and tuition assistance, as well as programs related to work and family concerns, in addition to the traditional union-employer health and safety partnership.

Marketing in the United States

At one time, each of GM's automotive divisions in the United States were targeted to specific market segments and despite some shared components, each distinguished itself from its stablemates with unique styling and technology. The shared components and common corporate management created substantial economies of scale, while the distinctions between the divisions created an orderly upgrade path, with an entry-level buyer starting out with a practical and economical Chevrolet and moving through offerings of the different divisions until the purchase of a Buick or Cadillac.

The postwar automobile industry became enamoured with the concept of "planned obsolescence", implemented by both technical and styling innovations with a typical 3-year product cycle. In this cycle, a new basic body shell is introduced and then modified for the next two years with minor styling changes. GM, Ford, and Chrysler competed vigorously in this new restyling environment.

Distinguishing the brands

By 1958, the divisional distinctions within GM began to blur with the availability of high-performance engines in Chevrolets and Pontiacs. The introduction of higher trim models such as the Chevrolet Impala and Pontiac Bonneville priced in line with some Oldsmobile and Buick offerings was also confusing to consumers. By the time Pontiac, Oldsmobile and Buick introduced similarly styled and priced compact models in 1961, the old "step-up" structure between the divisions was nearly over.

Compacts arrive

The decade of the 1960s saw the creation of compact and intermediate classes. The Chevrolet Corvair was a flat 6-cylinder (air cooled) answer to the Volkswagen Beetle, the Chevy II was created to match Ford's conventional Falcon, after sales of the Corvair failed to match its Ford rival, and the Chevrolet Camaro/Pontiac Firebird was GMs counter measure to the Ford Mustang. Among intermediates, the Oldsmobile Cutlass nameplate became so popular during the 1970s that Oldsmobile applied the Cutlass name to most of its products in the 1980s. By the mid 1960s, most of GM's vehicles were built on a few common platforms and in the 1970s GM began to use nearly identical body panel stampings, differing only in internal and external trim items.

The 1971 Chevrolet Vega was GM's launch into the new subcompact class. Problems associated with its innovative aluminum engines and bodies that rusted out prematurely would damage GMs reputation more than perhaps any other vehicle in its history. During the late 1970s, GM would initiate a wave of downsizing starting with the Chevrolet Caprice which was reborn into what was the size of the Chevrolet Chevelle, the Malibu would be the size of the Nova, and the Nova was replaced by the troubled front-wheel drive Chevrolet Citation.

The electric car

In 1990, GM debuted the revolutionary "Impact" concept car at the Los Angeles Auto Show. It was the first car with zero-emissions marketed in the US in over three decades. The Impact was eventually produced as the EV1 for the 1996 model year. It was available through dealers located in only a few regions (e.g., California, Arizona, Georgia). Vehicles were leased, rather than sold, to individuals. In 2003 GM decided to cease production of the vehicles. All EV1's were either destroyed or donated to museums or universities.

GM in the new century

In the late 1990s, the U.S. economy was on the rise and GM and Ford gained market share producing enormous profits primarily from the sale of light trucks and sport-utility vehicles. From 2000 to 2001, the Federal Reserve in a move to quell the stock market, made twelve successive interest rate increases. Following the September 11, 2001 attacks, a severe stock market decline caused a pension and benefit fund underfunding crisis. GM began its Keep America Rolling campaign, which boosted sales, and other auto makers were forced to follow suit. The U.S. automakers saw sales increase to leverage costs as gross margins deteriorated. Although retiree health care costs remain a significant issue, General Motors' investment strategy has generated a $17.1 billion surplus in 2007 in its $101 billion U.S. pension fund portfolio, a $35 billion reversal from its $17.8 billion of underfunding.

In 2004, GM redirected resources from the development of new sedans to an accelerated refurbishment of their light trucks and SUVs for introduction as 2007 models in early 2006. Shortly after this decision, fuel prices increased by over 50% and this in turn affected both the trade-in value of used vehicles and the perceived desirability of new offerings in these market segments. The current marketing plan is to tout these revised vehicles extensively as offering the best fuel economy in their class (of vehicle). GM claims its hybrid trucks will have gas-mileage improvements of 25%.

In the summer of 2005, GM announced that its corporate chrome emblem "Mark of Excellence" will begin appearing on all recently introduced and all-new 2006 model vehicles produced and sold in North America. The move is seen as an attempt by GM to link its name and vehicle brands more closely.

In 2005, GM promoted sales through an employee discount to all buyers. Marketed as the lowest possible price, GM cleared an inventory buildup of 2005 models to make way for its 2006 lineup. While the promotion was a temporary shot in the arm for sales, it did not help the company's bottom line. GM has since changed its marketing strategy to a no haggle sticker policy in which all vehicle prices are lowered, but incentives are reduced, if not eliminated.

Decline of SUV sales

In 2008 rapidly rising gas prices resulted in a 30% drop off of sales of SUVs which had been GM's most profitable product, often returning profits of 10 to 15 thousand dollars per vehicle. Sales of SUVs had been decreasing since 2004, but in May 2008, a $2 billion investment program for a new SUV platform, the CXX program, was canceled and on Oct. 13 it was announced that it would close the Janesville, Wisconsin plant, which built full-sized SUVs. During the first 6 months of 2008 GM lost $18.8 billion and by late October its stock had dropped 76% and it was considering a merger with Chrysler. In only 12 months (October 2007-2008) GM sales in US have dropped 45 % [5] GM's concentration on SUVs as a profit center dated from the 1990s. On Tuesday, December 23, 2008 the Janesville, Wisconsin plant which produced the Chevrolet Tahoe and Suburban and the GMC Yukon and the Moraine, Ohio plant which produced the Chevrolet Blazer and the GMC Envoy closed permanently leaving General Motors with only one factory producing SUVs, in Arlington Texas.

GM in China

General Motors is the best selling foreign auto maker in China. The Buick brand is especially strong, led by the Buick Excelle subcompact. Cadillac initiated sales in China in 2004, starting with imports from the United States. GM pushed the marketing of the Chevrolet brand in China in 2005 as well, moving the former Buick Sail to that marque. The company manufactures most of its China-market vehicles locally, through its Shanghai GM joint venture. Shanghai GM, a joint venture between the Chinese company SAIC and General Motors, was created on March 25, 1997. The Shanghai GM plant was opened Dec. 15, 1998, when the first Chinese-built Buick came off the assembly line. The SAIC-GM-Wuling Automobile joint-venture is also successful selling trucks and vans under the Wuling marque (34% belongs to GM).

GM plans to create a research facility in Shanghai for $250m to develop hybrid cars and alternative energy vehicles. This move has been criticized because it pushes outsourcing to the very limit.

Reaction to 2008 global economic decline

On October 10, 2008, GM considered exchanging its remaining 49% stake in GMAC to Cerberus Capital Management for Chrysler LLC, potentially merging two of Detroit's "Big Three" automakers. Acquisition talks involving Chrysler were cancelled, however, before November 7, 2008, as part of a broader response to the increasing urgency of GM's own cash flow problems. That was a result of Chrysler's senior bank debt currently trading at less than 50 cents on the dollar and because Chrysler's other owner – Daimler, formerly DaimlerChrysler – recently revalued its 19.9% Chrysler stake down to zero, which may or may not reflect its value in a potential sale..

On Dec. 12, 2008, General Motors stated that it was nearly out of cash, and may not survive past 2009. The U.S. Senate voted and strongly opposed any source of government assistance through a bailout bridge loan (originally worth $14 billion in emergency aid) which was aimed toward helping the struggling Big Three automakers financially, despite strong support from former President George W. Bush and President Barack Obama, along with some mild support from the Democratic and Republican political parties.

Prior to the U.S. Senate's announcement, General Motors announced that it had hired several lawyers to discuss the possibility of filing for bankruptcy, with Chapter 11 bankruptcy being one of the options discussed. GM stated that "all options are on the table" for the company. Chrysler LLC, which is owned by Cerberus Capital Management, is in a similar financial situation and like General Motors, warned that it, too, was nearly out of cash and may not survive much longer.

On December 18, 2008, President Bush announced that an "orderly" bankruptcy is one option being considered for both General Motors and Cerberus-owned Chrysler LLC. Sources say that setting up this type of "orderly" bankruptcy would be complicated because it would not only involve talks with the automakers, but also the unions and other stakeholders would have to be involved.

On Dec. 19, 2008, President Bush approved a bailout plan and gave General Motors and Chrysler $13.4 billion in financing from TARP (Troubled Assets Relief Program) funds, as well as $4 billion to be "withdrawn later."

As of Feb. 14, 2009, General Motors is considering filing for Chapter 11 bankruptcy under a plan that would assemble all of their viable assets, including some U.S. brands and international operations, into a new company. Less than a week later, its Saab subsidiary filed for bankruptcy protection in Sweden.

Advertising 2008–2009

On Aug. 18, 2008, GM announced it has dropped its advertising for the Emmys in September and for the 2009 Academy Awards. GM cited cost cutting and a return to marketing that works best. Media outlets have been struggling in the face of American automakers cutting "billions" in advertisements as the economy slows and American automakers struggle. American automakers have cut $414 million in advertising spending in the first quarter of 2008 alone. On September 22, 2008, GM announced that it would not advertise in the 2009 Super Bowl, citing the cost and the fact that they will not have any particular vehicles to launch at that time.

Environmental record

In the summer of 1999, the Environmental Protection Agency (EPA) removed 23,000 cubic yards (18,000 m³) of contaminated sediments and soil from the General Motors site in Massena, New York for disposal at a licensed facility in Utah. The amount contained 13,000 cubic yards (9,900 m³) of contaminated sediments dredged from the St.Lawrence River. The sediments had been stored on the site since 1995. There was also 10,000 cubic yards (7,600 m³) of contaminated sludge from the active wastewater treatment plant on the General Motors property. General Motors was ranked 20th in the 2002 toxic 100. The company released 12,771,830 pounds of gases in the year 2002. In September 2006, the state of California filed suit against General Motors, Chrysler, Nissan, Toyota, Honda, and Ford. The companies were accused of producing cars that emitted over 289 million metric tons of carbon per year in the United States, accounting for nearly 20% of carbon emissions in the United States and 30% of carbon emissions in California. The Union of Concerned Scientists ranked General Motors as 7th of the top 8 manufacturers in terms of environmental impact. Although the company touts the most cars getting 30 mpg or better, it also has the most cars getting under 15 mpg.

Subsidies

In March 2005, the Government of Canada provided C$200 million in incentives to General Motors for its Ontario plants to expand production and provide jobs, according to Jim Harris. Similar incentives were promised to non-North American auto companies like Toyota; Premier Dalton McGuinty said the money the province and Ottawa are pledging for the project is well-spent.

Labor relations

2007 United Auto Workers strike

Main article: 2007 General Motors strike

On September 24, 2007 General Motors workers represented by the United Auto Workers union went on the first nationwide strike against GM since 1970. The ripple effect of the strike reached into Canada the following day as two car assembly plants and a transmission facility were forced to close. Overnight a tentative agreement was reached, however, and UAW officials declared the end of the strike in a news conference at 4 a.m. on September 26. By the following day, all GM workers in both countries were back to work.

Outcome of strike

A new labor contract was ratified by UAW members exactly one week after the tentative agreement was reached, passing by a majority 62% vote. In the contract are several product and employment guarantees stretching well into the next decade. One of GM's key future products, the Chevy Volt, was promised to the GM Poletown/Detroit-Hamtramck plant in 2010. Also included is a VEBA (Voluntary Employee Beneficiary Association) which will transfer retiree health care obligations to the UAW by 2010. This eliminates more than 50 billion dollars from GM's healthcare tab. It will be funded by 30 billion in cash and 1.4 billion in GM stock paid to the UAW over the next 4 years of the contract. It also eliminates 70% of the labor cost gap with GM's Japanese rivals.

Impact of other strikes

A strike at American Axle and Manufacturing Holdings Inc. will result in lost production of an additional 230,000 vehicles in the second quarter, with an estimated $1.8 billion impact on earnings before tax. With a total strike cost of $2.81 billion.

2008 Canadian Auto Workers bargaining

In an unusual move, GM Canada and the Canadian Auto Workers (CAW) union ratified a new collective bargaining contract in May 2008, four months before the expiration of the existing contract. As part of the agreement, among other production commitments, GM pledged to maintain production at the Oshawa, Ontario pickup truck plant. Less than three weeks later, GM announced that rising gasoline prices and falling truck sales made it necessary to close certain truck and SUV plants, including the Oshawa pickup plant. In response, CAW members staged a 12-day blockade of the GM Canada headquarters. After further discussions with the CAW, GM agreed to compensate workers at the truck plant, as well as making product commitments for the Oshawa car assembly plant.

Financials

Labor costs

GM has announced elimination of lifetime health benefits for about 100,000 of its white collar retirees by the end of 2008.

Auto racing

General Motors has an extensive history in numerous forms of racing. Vehicles of most, if not all, of GM's brands have been represented in competition, with perhaps Chevrolet being the most prominent. In particular, the Chevrolet Corvette has long been popular and successful in international road racing. GM also is a supplier of racing components, such as engines, transmissions, and electronics.

GM's Oldsmobile Aurora engine platform was successful in the Indy Racing League (IRL) throughout the 1990s, winning many races in the small V-8 class. An unmodified Aurora V-8 in the Aerotech, captured 47 world records, including the record for speed endurance in the Motorsports Hall of Fame of America. Recently, the Cadillac V-Series has entered motorsports racing. GM has also used many cars in the American racing series NASCAR. Currently the Chevrolet Impala is the only entry in the series but in the past the Pontiac Grand Prix, Buick Regal, Oldsmobile Cutlass, Chevrolet Lumina, Chevrolet Malibu, and the Chevrolet Monte Carlo were also used.

In touring cars (mainly in Europe) Vauxhall is a key player and former champion in the British Touring Car Championship (BTCC) series and competes with a Vauxhall Vectra in Super 2000 spec. Opel used to participate in the DTM series and also in the 1980s in the World Rally Championship and other Rally Series with Group B Spec Opel Manta's before this category of Rallying was banned. Chevrolet competes with a Lacetti in the FIA World Touring Car Championship (WTCC). Robertshaw Racing also complete with a privately run Lacetti in the BTCC.

In Australia, there is the prestigious V8 Supercar Championship which is battled out by the two main rivals of Holden & Ford. The current Holden Racing Team cars are based on the Holden Commodore and run a 5.0-litre V8-cylinder engine producing 635+ BHP (approx 467 kW Power). These cars have a top speed of 294 km/h (182 mph) and run 0-100 km/h in 3.8 seconds. The Holden Racing Team is Australia's most successful team in Australian Touring Car History. In 2007 the Drivers championship was won by the very closely linked HSV Dealer Team.

Development of electronics for GM Auto Racing

In 1986, the GM Motorsports group asked Delco Electronics Corporation (DEC), a subsidiary of GM Hughes Electronics (headquarters - Kokomo, Indiana) if an electronic engine management system could be developed for the Chevy Indy V8 engines used in the CART open-wheel race series. Delco Electronics had been supplying all GM automobiles sold in the USA with Engine Control Modules (ECMs) since 1981 when the USA Clean Air Act required 3-way catalytic converters and controlled air-fuel ratios. The production ECMs were becoming more complex, and were becoming powertrain controllers controlling the transmission, spark timing, Idle speed, as well as air-fuel intake mixtures.

Delco Electronics used a small group of electronic designers and technicians at their facility in Goleta, California (near Santa Barbara, California) to do special assignable projects that were advanced or more state of the art. This facility was called Delco Systems Operations (formerly known as GM Defense Research Labs), a part of Delco Electronics Corporation at the time. Delco Systems Operations is the place where the Apollo Program's Lunar Rover Mobility Sub-system was developed and built, also the Apollo Program's guidance computers (Apollo PGNCS) and the Boeing 747 guidance computers (Delco Carousel IV) were developed and manufactured there. All Delco Electronics Motorsports products developed before 1994 were designed by this group. From 1994 to present, this activity is at Delco Electronics/Delphi in Kokomo, IN.

The first generation of engine management controller for CART racing used a modified production ECM, but performed poorly in the race car due to the harsh EMI (Electromagnetic Interference) environment. This version was never used in racing, but the experience gained enabled the engineers to design a more successful Generation 2 controller for use in the 1988 CART IndyCar World series.

Practice at Phoenix 1988. Mario Illien introduces the Gen II to Mario Andretti

Generation 2 controllers were used experimentally by Newman/Haas Racing in 1988 and the first win was in the Cleveland GP with Mario Andretti driving.

In 1989 Newman/Haas Racing, Team Penske, Galles Racing, and Patrick Racing teams used Delco Electronics Gen-2 controllers with the Ilmor Chevy Indy V8 engine. "By the start of the 1989 season, racing pundits recognized that Chevrolet, with its Ilmor Engineering engines and Delco Electronics equipment, had assembled perhaps the most potent racing power in the history of the sport. As the season got under way in April, the pattern of winning began. Racing's elite drivers -- Al Unser, Jr. and Senior, Emerson Fittipaldi, Rick Mears, Danny Sullivan, and Mario and Michael Andretti -- were driving the best equipment in the world.

The results began to show early on. By October, Chevy engines with DE equipment had won 13 of the 15 IndyCar races.

When Emerson Fittipaldi crossed the finish line to win the 1989 Indianapolis 500, racing fans witnessed history being made. Fans thrilled to the neck-and-neck finish between Fittipaldi and Al Unser, Jr. who went spinning on lap 198 after brushing tires with Emmo, and the 43-year-old Brazilian had his first Indianapolis 500 win. Fittipaldi's victory -- in a Chevrolet Indy V8 engine controlled by a Delco Electronics electronic engine control module (ECM) -- was the first time in the 500's storied history that the engine of the winning vehicle was controlled by an electronic engine management system.

For the 1990 season, all teams using the Ilmor Chevy Indy V8 were provided a redesigned Gen-3 system and it won 15 poles, 16 wins including the 1990 Indianapolis 500, with 17 races in the IndyCar World Series. To prove the system, the components were used with GM engines in the Trans-Am Racing series during 1989.

In the 1991 IndyCar World Series, Gen-3 had a perfect score: 17 poles, 17 wins, 17 races including the 1991 Indianapolis 500. At the 1991 Indianapolis 500, Delco Electronics introduced telemetry to the electronic system using the advanced spread spectrum radio technology . It was so popular that all IndyCar teams eventually used it, and many still use it. ABC TV used the data from the systems to display real time data with ABC's in-car video cameras.

In 1990 and 1991, the Chevy engine with the Delco Electronics Gen-3 controller won 33 straight IndyCar races. Chevy's dominance proved electronics had found their place in IndyCar racing.

In the 1992 IndyCar World Series, race cars with Gen-3 captured 7 poles, 11 wins including the 1992 Indianapolis 500, in 16 races.

For the 1993 IndyCar World Series, Delco Electronics had been developing a smaller more powerful controller using 32-bit computers and a high-level software language called Modula-GM. This system was called Gen-4 and won much praise for its improved functions and features. The telemetry system developed for the 1992 season was used, and a new Distributorless Ignition module component was added to the overall engine management system. 10 wins including the 1993 Indianapolis 500 in 16 CART races.

Left to Right Gen-4, Gen-3, Gen-2, & Gen-1 Delco Electronics Motorsport Engine Control Modules

In 1994, a totally new Ilmor engine was introduced to IndyCar teams and the engine controller was Delco Electronics Gen-4: 12 wins including the 1994 Indianapolis 500, 16 races.

In 1995, Gen-4 won 6 races out of 17.

In 1996, the Indy Racing League split from CART and used the naturally aspirated Oldsmobile Aurora engine which used the Delco Electronics Gen-4 system until the engine was retired from the IRL IndyCar Series a few years ago. 1997 was the last year the Gen-4 ran in the CART IndyCar World Series.

Per a February 27, 2003 Delphi Press Release, Delphi's current involvement in open wheel racing is as follows:

"Delphi is the official electronics provider to the IRL and has been involved in open-wheel racing since 1988. Today, a majority of the vehicles in the IRL are equipped with several of Delphi's racing products including:

• Delphi Earpiece Sensor System - measures dynamic forces to a driver's head during an accident. It uses small sensors integrated into the left and right radio earpieces worn by the driver. The six accelerometers -- one for each of the three axes on each side -- measure acceleration in the X, Y and Z axes during an accident. The combined data from the earpiece sensor system and onboard accident data recorder provide accident researchers valuable data for a clearer picture of what happens during a crash.

• Accident Data Recorder (ADR2) - senses and records key vehicle parameters at 1,000 samples per second just prior to, during, and after an accident-triggering event.

• Track Condition Radio - helps alert drivers with critical information by transmitting messages from race control to the racecar. A dash-mounted display communicates messages including safety warnings, track condition and pits opened/closed.

• Radio Telemetry Module - transmits engine and chassis data from a speeding racecar to race team engineers located in the pits. The telemetry module helps enhance driver safety and race team strategy by making real-time data available.

• Multec(R) Bottom Feed Methanol Electronic Fuel Injector - provides a high flow rate and a low profile package that are ideal for port fuel racing applications. The injector is able to operate at high temperatures and provide a high level of spray atomization.

• Connectors, Cables and Terminals - connectors are coupling devices that provide an electrical and mechanical connection/disconnection in a system. Cables are insulated electrical conductors. Terminals are devices attached to the end of a wire to facilitate electrical connections. All of these Delphi components enable a vehicle's electrical/electronic system to function under the tough conditions in racing.

Delphi also has begun offering services to the racing industry, including Hydraulic Sled Testing from its state-of-the-art testing laboratory in Vandalia, Ohio. Delphi provides comprehensive safety testing using a hydraulic test sled to simulate a crash. Services include on-board data acquisition, on- and off-board digital video monitoring and the use of Delphi safety products such as the earpiece sensor system and accident data recorder."

Awards for this program:

Louis Schwitzer Awards for Engineering Excellence (since 1967):

1994: Mario Illien, Mercedes 209 CID Engine with Delco Electronics Gen-4 controller (Also won in 1986 for Ilmor-Chevrolet Engine that used Gen-2, 3, & 4 controllers 1988 to 1996)

1996: Dave Schnelker, Ning wu, I-Fu Shih of Delco Electronics & Ed Rothrock of Bell Sports (Design of Racing EyeCue)

1997: Ed Keating and Roger Allen of GM Motorsports (Oldsmobile Aurora Engine with Delco Electronics Gen-4 controller)

2005: Delphi engineers Erskine Carter, Glen Gray, Andy Inman, Tim Kronenberg and Bruce Natvig (Delphi Earpiece Sensor System)

2007: Delphi engineers Erskine Carter, Glen Gray, Andy Inman, Tim Kronenberg and Bruce Natvig (Delphi Accident Data Recorder 3 - ADR 3))

Alternative fuels and electric vehicles

General Motors is both active in environmental causes and, as a major industrial force, implicated in ecologically harmful activity. The company has long worked on alternative-technology vehicles, and has recently led the industry with clean burning Flexfuel vehicles that can run on either E85 (ethanol) or gasoline. The company was the first to use turbochargers and was an early proponent of V6 engines in the 1960s, but quickly lost interest as the muscle car race took hold. They demonstrated gas turbine vehicles powered by kerosene, an area of interest throughout the industry, but abandoned the alternative engine configuration in view of the 1973 oil crisis. In the 1970s and 1980s, GM pushed the benefits of diesel engines and cylinder deactivation technologies with disastrous results due to poor durability in the Oldsmobile diesels and drivability issues in the Cadillac V8-6-4 variable cylinder engines. In 1987 GM, in conjunction with Aerovironment built the Sunraycer which won the inaugural World Solar Challenge and was a showcase of advanced technology. Much of the technology from Sunraycer found its way into the Impact prototype electric vehicle (also built by Aerovironment) and was the predecessor to the EV1.

GM supported a compromise version of the CAFE standard increase from 27 mpg to 35 mpg, the first such increase in over 20 years.

Hybrid electric initiative

Main articles: Plug-in hybrid and Chevrolet Volt

In May 2004, GM delivered the world's first full sized hybrid pickups, and introduced a hybrid passenger car. In 2005, the Opel Astra diesel Hybrid concept vehicle was introduced. The 2006 Saturn Vue Green Line was the first hybrid passenger vehicle from GM and is also a mild design. GM has hinted at new hybrid technologies to be employed that will be optimized for higher speeds in freeway driving.

GM has recently introduced the concept cars Chevrolet Volt and Opel Flextreme, which are electric vehicles with back-up generators, powered by gasoline, E85, or fuel cells. According to GM, a production Chevrolet Volt will be available by late 2010 as a 2011 model.

GM currently offers two types of hybrid systems. The first type, used in the Silverado Hybrid, Saturn Vue, Saturn Aura, and Chevrolet Malibu, is what GM calls a "Mild Hybrid" or "BAS" system. The second hybrid drive system,co-developed with DaimlerChrysler and BMW, is called a "Two-Mode Hybrid." The two-mode is used by the Chevrolet Tahoe/GMC Yukon and will later be used on the Saturn Vue, and possibly other vehicles.

GM's current hybrid electric models:

• 2009 Saturn Vue Green Line Hybrid
• 2009 Saturn Aura Green Line Hybrid
• 2009 GMC Yukon Hybrid
• 2009 Chevrolet Malibu Hybrid
• 2009 Chevrolet Tahoe Hybrid
• 2009 Cadillac Escalade Hybrid

(coming late 2009: 2009 Chevy Silverado 2 Mode Hybrid and 2009 GMC Sierra 2 Mode Hybrid)

The GM Magic Bus is a hybrid powered bus.

GM sold 843 hybrids of all types during the first quarter of 2008, according to the industry newspaper Automotive News. Compared that with Ford, which sold 5,225 hybrids during that time. CSM Worldwide, expects GM to seriously increase its hybrid output, turning the automaker into a serious contender within the next few years. He expects it to produce 40,000 to 50,000 hybrids this year, more than doubling last year's production.

All-electric vehicles

Main article: General Motors EV1

The process of obtaining the EV1, GM's first electric vehicle, was difficult. The vehicle could not be purchased outright. Instead, General Motors offered a closed-end lease for three years, with no renewal or residual purchase options. The EV1 was only available from specialist Saturn dealerships, and only in California and Arizona. Before reviewing leasing options, a potential lessee would be taken through a 'pre-qualification' process in order to learn how the EV1 was different from other vehicles. Next came a waiting list with no scheduled delivery date.

In June 2006 the documentary Who Killed the Electric Car? was released, criticizing among others, GM for being responsible for the demise of the EV1. Several weeks before the debut of the movie, the Smithsonian Institution announced that its EV1 display was being permanently removed and the EV1 car put into storage. GM is a major financial contributor to the museum, but both parties denied that this fact contributed to the removal of the display.

General Motors has responded to complaints about the scrapping of the EV1 program and they dispute the existence of any conspiracy surrounding its demise. An entry was posted on the GM blog FastLane in 2006 in which GM defended its decision by saying that it was unable to guarantee the vehicles could continue to be maintained in a safe operating state.

GM alleges that during the four years available to the public, only 800 EV1's were released. Over $1 billion was spent on the EV1 program, with a great portion used for consumer incentives and marketing. With a waiting list of 5,000 applicants, only 50 individuals actually were willing to accept a lease on the EV1. Suppliers ceased production of replacement parts due to the low demand for the EV1. This made repairs and continued safety of the vehicles difficult. The EV1 was designed as a developmental vehicle and was never intended for serial production.

The limitations of storage technology and the expense of production would have made the cars impractical for the vast majority of consumers; a production EV1 would have met limited demand and would have been priced out of reach of most. Had sufficient demand existed to justify mass production and had costs and technologies been able to support mass production, GM would have been more receptive to the idea.

GM responded to allegations made in the film through a blog post by Dave Barthmuss, who said "Sadly, despite the substantial investment of money and the enthusiastic fervor of a relatively small number of EV1 drivers — including the filmmaker — the EV1 proved far from a viable commercial success." Barthmuss notes investments in electric vehicle technology since the EV1: Two-Mode Hybrid, plug-in hybrid, and fuel cell vehicle programs. The filmmakers suggested that GM did not immediately channel its technological progress with the EV1 into these projects, and instead let the technology languish while focusing on more immediately profitable enterprises such as SUVs. Contrary to this suggestion, as Barthmuss points out, GM is bullish on hydrogen:

According to GM, not all of the EV1's were destroyed. Many were donated to research institutions and facilities, along with museums. Some are still owned by General Motors themselves, and are kept at their technical design center in Warren, Michigan, and can occasionally be seen on the road within a closed area of the tech center.

On September 16, 2008, as part of its 100th anniversary celebration, GM unveiled the "production" version of the Chevrolet Volt at the GM headquarters in Detroit[6].

Battery Packs for Electric Vehicles

GM will build battery packs with LG Chem in Michigan. GM also plans to build an automotive battery laboratory in Michigan. GM will take full responsibility for all the battery management systems and power electronics. The company will build a new factory in Michigan, but a specific site has yet to be announced, in part because negotiations are ongoing with state and local authorities on the usual incentives and approvals. LG Chem's US subsidiary, Compact Power of Troy, Michigan, has been building the prototype packs for the development vehicles and will continue to provide integration support and act as a liaison for the program.

Hydrogen initiative

GM has prided its research and prototype development of hydrogen powered vehicles, to be produced in early 2010, using a support infrastructure still in a prototype state. The economic feasibility of the technically challenging hydrogen car, and the low-cost production of hydrogen to fuel it, has also been discussed by other automobile manufacturers such as Ford and Chrysler. In June 2007, Larry Burns, vice president of research and development, said he's not yet willing to say exactly when hydrogen vehicles will be mass produced, but he said it should happen before 2020, the year many experts have predicted. He said "I sure would be disappointed if we weren't there" before 2020.

Flexfuel and Biofuels

GM produces many Flexfuel vehicles that can operate on ethanol gasoline, or E85. GM is the leader in E85 FlexFuel vehicles, with over 3 million FlexFuel vehicles on the road in the U.S. E85 is a mostly renewable fuel made from corn and grain products.

By the end of 2008, GM will offer 25 ethanol-enabled FlexFuel cars and trucks around the world, and produce more than one million new FlexFuel vehicles. GM's goal is to have half of their annual vehicle production be E85 or biodiesel capable by 2012.

Political and charitable contributions

In the 2008 election cycle General Motors contributed $802,414, with 52% of that amount going to the Democrats and 48% to the Republicans. Since 1996, General Motors has been the exclusive source of funding for Safe Kids USA's "Safe Kids Buckle Up" program, a national initiative to ensure child automobile safety through education and inspection.

GM's Saturn division put up a display at the 2009 Detroit Auto Show congratulating Barack Obama on his election as the first African-American president of the United States. [7]

Corporate restructuring

After gaining market share in the late 1990s and making enormous profits General Motors stock soared to over $80 a share. However, in 2000, twelve successive interest rate hikes by the Federal Reserve led to a severe stock market decline following the September 11, 2001 attacks, caused a pension and benefit funds crisis at General Motors and many other American companies. General Motors' rising retiree health care costs and Other Post Employment Benefit (OPEB) fund deficit prompted the company to enact a broad restructuring plan. Although GM had already taken action to fully fund its pension plan, its OPEB fund became an issue for its corporate bond ratings. GM had expressed its disagreement with the bond ratings; moreover, GM's benefit funds were performing at higher than expected rates of return. Then, following a $10.6 billion loss in 2005, GM acted quickly to implement its restructuring plan. For the first quarter of 2006 GM earned $400 million, signaling a turnaround had already begun even though many aspects of the restructuring plan had not yet taken effect. Although retiree health care costs remain a significant issue, General Motors' investment strategy has generated a $17.1 billion surplus in 2007 in its $101 billion U.S. pension fund portfolio, a $35 billion reversal from its $17.8 billion of underfunding.

In February 2005, GM successfully bought itself out of a put option with Fiat for $2 billion USD (€1.55 billion). In 2000, GM had sold a 6% stake to Fiat in return for a 20% share in the Italian automaker. As part of the deal, GM granted Fiat a put option which, if exercised between January 2004 and July 2009, could have forced GM to buy Fiat. GM had agreed to the put option at the time, perhaps to keep it from being acquired by another automaker such as Daimler AG competing with GM's Opel and Vauxhall marques. The relationship suffered, and Fiat had failed to improve. In 2003, Fiat recapitalized, reducing GM's stake to 10%.

In February 2006, GM slashed its annual dividend from 2.00 to $1.00 per share. The reduction saved $565 million a year.

In March 2006, GM divested 92.36 million shares (reducing their stake from 20% to 3%) of Japanese manufacturer Suzuki, in order to raise $2.3 billion. GM originally invested in Suzuki in the early 1980s.

On March 23, 2006, a private equity consortium including Kohlberg Kravis Roberts, Goldman Sachs Capital, and Five Mile Capital purchased $8.8 billion, or 78% of GMAC's commercial mortgage arm. The new entity, in which GMAC will own a 21% stake, will be known as Capmark Financial Group.

On April 3, 2006, GM announced that it would sell 51% of GMAC as a whole to a consortium led by Cerberus Capital Management, raising $14 billion over 3 years. Investors also include Citigroup's private equity arm and Aozora Bank of Japan. The group will pay GM $7.4 billion in cash at closing. GM will retain approximately $20 billion in automobile financing worth an estimated $4 billion over three years.

GM sold its remaining 8% stake in Isuzu (which had peaked at 49% just a few years earlier) on April 11, 2006, to raise an additional $300 million.12,600 workers from Delphi, a key supplier to GM, agreed to buyouts and an early retirement plan offered by GM in order to avoid a strike, after a judge agreed to cancel Delphi's union contracts. 5,000 Delphi workers were allowed to flow to GM. On June 28, 2007, GM agreed to sell its Allison Transmission division to private-equity firms Carlyle Group and Onex for $5.1 billion. The deal will increase GM's liquidity and echoes previous moves to shift its focus towards its core automotive business. The two firms will control seven factories around Indianapolis but GM will retain management of a factory in Baltimore. Former Allison Transmission president Lawrence E. Dewey will be the new CEO of the standalone company.

On February 12, 2008 GM announced its loss of $39 billion, the biggest loss of any U.S. automaker. GM has offered buyouts to all its UAW members.

In March 24, 2008 GM reported a cash position of $24 billion, or $6 billion less than what was on hand September 31, 2007, which is a loss of $1 billion dollars a month. A further quarterly loss of $15.5 billion, the third-biggest in the company's history, was announced on August 1, 2008.

On November 17, 2008 GM announced they are selling their stake in Suzuki Motor Corp. (3.02%) for 22.37 billion yen ($230 million) in order to raise much needed cash to get through the 2008 US economic crisis.

As GM opens new plants, those scheduled to close under the planned GM restructuring include (source: General Motors Corporation):

Plants	Location	Closing	Role	# Employees
Doraville Assembly	Georgia	2008	Minivans (Buick, Pontiac, Chevrolet	?
Moraine Assembly	Ohio	Dec 23 2008	Mid-size SUV assembly	4,165
Oklahoma City Assembly	Oklahoma	Early 2006	Mid-size trucks and SUV assembly	2,734
Lansing Craft Centre	Michigan	Mid-2006	Chevrolet SSR roadster assembly	398
Spring Hill Manufacturing Line 1	Tennessee	March 2007	Saturn Ion sedan and coupe assembly	5,776
Janesville Assembly	Wisconsin	Dec 23 2008	Full Size SUV Assembly	2,800
Lansing Metal Center	Michigan	2006	Metal fabricating	1,398
Portland Distribution Center	Oregon	2006	Parts distribution	95
Saint Louis Distribution Center	Missouri	2006	Parts distribution	182
Pittsburgh Metal	Pennsylvania	2007	Metal fabricating	613
Ypsilanti Processing Center	Michigan	2007	Parts processing	278
Flint North 3800	Michigan	2008	Engines	2,677
Massena Castings Plant 250	New York	2008	Foam	500
Muncie Transmission Plant	Muncie, IN	2004	Transmissions	?

On November 18, 2008, General Motors together with Ford and Chrysler, sought financial aid at a Congressional hearing in Washington D.C. in the face of worsening conditions caused by the automotive industry crisis. All three companies were unsuccessful and were invited to draft a new action plan for the sustainability of the industry. On December 2, 2008, General Motors submitted its "Restructuring Plan for Long-Term Viability" to the Senate Banking Committee and House of Representatives Financial Services Committee.

Disability assistance

The GM Mobility program was launched in 1991 to assist people with disabilities with their transportation needs. The Mobility program provides financial assistance, plus two extra years of the OnStar safety and security service. This applies when one or more of the 35 eligible aftermarket mobility equipment modifications are installed on the vehicle (i.e., hand controls, scooter hoists or wheelchair lifts). All GM brands (Buick, Cadillac, Chevrolet, GMC, HUMMER, Pontiac, Saab and Saturn) are included in the program.

Criticism

GM Scrutinized for Alleged Nazi Collaboration

In August 1938, a senior executive for General Motors, James Mooney, received the Grand Cross of the German Eagle for his distinguished service to the Reich. Hitler "would never have considered invading Poland" without synthetic fuel technology provided by General Motors. ,

Deliberate dismantlement of urban rail infrastructure

See also: Great American streetcar scandal

Facing a saturated car market in the US in the early 1920s GM engaged in in a controversial policy along with road-builders that triggered the massive shift from the mass transportation of the previous century to the 'one-person-one-car' trip of today. In order to expand auto sales and maximize profits GM bought local mass transit systems and privately-owned railways, following which it would proceed to eliminate them.

In 1996 documentary Taken for a Ride, GM is cited as being mastermind of purchase and destruction of private fixed rail transit systems in US cities from 1920s until 1950s. The documentary claims the motivations were to eliminate fixed rail systems and implement the idea of buses and cars as more efficient and better alternatives in order to increase GM sales.

Top-level management

In 1980, J. Patrick Wright wrote a book named On a Clear Day You Can See General Motors. This book, which critics acclaimed "blows the lid off the king of carmakers" was about the allegations of corruption, "mismanagement and total irresponsibility" at the top level of the company, as seen by John Z. DeLorean, the Vice-President, who in 1973 resigned from his position in spite of a brilliant and meteoric rise (he was earning $ 650,000 per year and was expected to be the next President of GM).

Electric car issues

In June 2006 the documentary Who Killed the Electric Car? was released, criticizing GM, among others, for the cancellation of its first electric car, the EV1. It should be noted that with the introduction of the production Chevrolet Volt, Chris Paine, director of the documentary, has shown substantial affinity for General Motors. The sequel to the documentary, to be titled Revenge of the Electric Car is expected to portray a less antagonistic view of General Motors.

Yearly American sales

Calendar Year	Total U.S. sales	Chg/yr.
2001	4,904,015
2002	4,858,705	−0.9%
2003	4,756,403	−2.1%
2004	4,707,416	−1.0%
2005	4,517,730	−4.0%
2006	4,124,645	−8.7%
2007	3,866,620	−6.3%
2008	2,980,688	−22.9%

See also

• Automotive industry

People

• Irving Jacob Reuter
• Alfred P. Sloan
• William C. Durant
• Richard Wagoner
• Robert Lutz
• Wayne Cherry
• John DeLorean

Books and films

• Final Offer - A documentary film that shows the 1984 GM contract negotiations, that would result in the union split of the Canadian arm of the UAW.
• Roger & Me - the first movie by filmmaker Michael Moore. The film criticizes General Motors for closing down its factories in Moore's hometown of Flint, Michigan, despite record profits. After Flint residents lose their many jobs at GM, Moore claims the town descends into economic chaos.
• Who Killed the Electric Car? - A documentary film charting GM's launch, then alleged self-sabotage of the electric car EV1.
• General Motors is mentioned several times in Wheels a novel by Arthur Hailey

Active brands (as of 2008)

The following GM brands were being produced in July 2008:

• Buick
• Cadillac
• Chevrolet
• Daewoo
• GMC
• Holden
• Hummer
• Opel
• Pontiac
• Saab
• Saturn
• Vauxhall

Defunct brands

• Acadian (1962-1971, Canada)
• Asüna (1993, Canada)
• Beaumont (1966-1969, Canada)
• Bedford Vehicles (1930–1987, UK)
• Elmore (1909-1912)
• Envoy (1960-1970, Canada)
• Geo (1989–1997)
• LaSalle (1927–1940)
• Marquette (1930)
• Oakland (1907–1931)
• Oldsmobile (1897-2004)
• Rapid Truck (1909–1912)
• Reliance Truck (1909–1912)
• Statesman (1971–1984, Australia)
• Viking (1929–1931)
• General Motors Diesel Division

Spin-offs

• GM Defense 1950-2003 was once part of General Motors Diesel Division and as General Dynamics Land Systems division of General Dynamics

• Electro Motive Division of General Motors was also once part of General Motors Diesel Division and now known as Electro-Motive Diesel

• Detroit Diesel sold to Penske Corporation; broken up and portion sold to the former Daimler-Chrysler AG (now Daimler AG); now part of Daimler AG

• Transit division was sold to Motor Coach Industries and Transportation Manufacturing Corporation
  • RTS and Classic bus rights owned by MCI And TMC were sold off to Nova Bus; now produced by Millennium Transit Services

• Diesel Division of General Motors of Canada Limited spun off and later acquired by General Motors Canada as Diesel Division of General Motors of Canada Limited

• EDS - Electronic Data Systems

• Hughes Electronics(Now The DirecTV Group((Liberty Media)))

• 1999 GM spun off it parts making operations as Delphi

Subsidiaries

• AC Delco
• Adam Opel GmbH
• Allison Transmission All assets except the Allison plant in Baltimore were divested in early 2007. GM-Allison hybrid-powered buses.
• General Motors Acceptance Corporation 51% stake sold to Cerberus Capital management for $14.7 billion in late 2006.
• General Motors Canada
• General Motors do Brasil
• General Motors India
• Global Hybrid Cooperation
• General Motors South Africa
• GM-AvtoVAZ
• GM Daewoo (50.9%)
• GM Defense
• GM Europe
• GM Holden Ltd
• GM Performance Division
• GM Powertrain Europe
• OnStar
• Saab Automobile
• Shanghai GM (50%)
• Vauxhall Motors
• SAIC-GM-Wuling Automobile Joint venture in China.

Industry associations

• United States Council for Automotive Research
• Alliance of Automobile Manufacturers

Competitions

• EcoCAR

Categories

• List of GM platforms
• List of GM engines
• List of GM transmissions
• List of GM factories
• GM vehicles by brand
• Tribrid

References

http://www.wxyz.com/news/story/Bush-Considering-Orderly-Auto-Bankruptcy/JCiekHHY-E-1SxpuhEMFgA.cspx "Bush Considering "Orderly" Auto Bankruptcy"

http://www.reuters.com/article/newsOne/idUSTRE51D1Q120090214 "GM considering Chapter 11 filing, new company: report"

http://www.freep.com/article/20090305/BUSINESS01/90305024/GM++Independent+auditors+raise+the+specter+of+Chapter+11 "GM: Independent auditors raise the specter of Chapter 11"

Further reading

• Barabba, Vincent P. Surviving Transformation: Lessons from GM's Surprising Turnaround (2004)
• Chandler, Alfred D., Jr., ed. Giant Enterprise: Ford, General Motors, and the Automobile Industry 1964.
• Cray, Ed. Chrome Colossus: General Motors and Its Times. 1980.
• Farber, David. Sloan Rules: Alfred P. Sloan and the Triumph of General Motors U of Chicago Press 2002
• Gustin, Lawrence R. Billy Durant: Creator of General Motors, 1973.
• Halberstam, David. The Reckoning (1986) detailed reporting on the crises of 1973-mid 1980s
• Keller, Maryann. Rude Awakening: The Rise, Fall, and Struggle for Recovery of General Motors, 1989.
• Leslie, Stuart W. Boss Kettering: Wizard of General Motors Columbia University Press, 1983.
• Maxton, Graeme P. and John Wormald, Time for a Model Change: Re-engineering the Global Automotive Industry (2004)
• Maynard, Micheline. The End of Detroit: How the Big Three Lost Their Grip on the American Car Market (2003)
• Rae, John B. The American Automobile: A Brief History. University of Chicago Press, 1965.
• Sloan, Alfred P., Jr. My Years with General Motors, 1963.
• Weisberger, Bernard A. The Dream Maker: William C. Durant, Founder of General Motors, 1979

External links

• Corporate website
• Official Canadian website
• Official European website
• Official Brazilian website
• Official wiki
• Blog of workers and works council members
• General Motors Now
• Database with GM part numbers
• General Motors Company Profile and Contacts
• NMEDA QAP Scooter Lift Installation Provider