To: Jim Willie CB who wrote (50538 ) 4/26/2002 5:49:23 AM From: stockman_scott Respond to of 65232 A New Swagger at G.M. Editorial / Op-Ed The New York Times April 26, 2002 nytimes.com It's always nice to record a success story, no matter how fleeting success might turn out to be. It is especially nice if the story occurs in Detroit, a cyclical city that seems to have more downs than ups. The success story belongs to General Motors, which after years of decline is now on an upswing — a tribute to uncharacteristically daring designs, a tighter cost structure and, so far as anyone knows, no accounting tricks. Leaving aside for the moment the deleterious environmental impact of G.M.'s S.U.V.'s and some of its newer creations — the improbable Cadillac pickup truck, for example — the company's products might finally begin to appeal to what the marketing people call a younger demographic. G.M. has been down so long that many people have forgotten that in the 1950's, the company controlled over 60 percent of the American market. Today its market share is 28 percent. Over the years G.M. has suffered from a defensive management strategy, terrible labor relations and stodgy, one-size-fits-all styling. There were times in the early 90's when you couldn't tell a Chevrolet from a Pontiac from an Oldsmobile from a Buick. Even Cadillac lost its old grandeur, surrendering up-market dominance to Lincoln. The net result was that first Chrysler, then Ford began to challenge G.M. in the showrooms and among investors. All three, of course, suffered from foreign competition. The main reason for G.M.'s comeback is better management. One key move was the decision by the C.E.O., Rick Wagoner, to hire Robert Lutz, a cigar-smoking iconoclast who favors love-'em-or-hate-'em cars that, one way or another, get a reaction. When he worked at Chrysler, Mr. Lutz championed the sporty Dodge Viper and the PT Cruiser, which looks like a 1930's gangster car. At G.M. he recently unveiled a curvaceous two-seat roadster, the Pontiac Solstice. "I see us as being in the art business," Mr. Lutz once told The Times's Danny Hakim. "Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation." Though commonly associated with the old school of management, John Smith, Mr. Wagoner's predecessor as chairman, also deserves credit for the turnaround. It was Mr. Smith who nurtured G.M.'s partnership with Toyota and, without apology, grafted Toyota's more efficient manufacturing system onto G.M.'s, with considerable cost savings. All this has brought happier days to G.M.'s headquarters. Investors are buying the stock and sales are up. G.M.'s 28 percent first-quarter market share compares with 20.7 for Ford and 13.6 for Chrysler. In February, for the first month in more than a decade, Chevrolet's models outsold Ford's comparable models. G.M. was the only one of the Big Three to show a profit last year. From an environmental standpoint — this is also true of G.M.'s competitors — the company's product mix is too heavily weighted toward huge, gas-guzzling S.U.V.'s, although Mr. Lutz has vowed to bring back the passenger car. Heavy rebates and zero percent financing — what Mr. Lutz calls "putting cash in the trunk" — have also played a big role, and it is not clear how long that strategy can be sustained. The big challenge now is to recapture market share from Asia and Europe.