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To: Lizzie Tudor who wrote (46620)11/14/2008 6:01:44 PM
From: stockman_scott  Read Replies (1) | Respond to of 57684
 
'Dumbest People' Industry Image May Cost Wagoner Job (Update1)

By Peter Robison and Jeff Green

Nov. 14 (Bloomberg) -- Rick Wagoner's 31-year career may fall victim to the mistakes of the industry and his own, even if General Motors Corp. survives.

The GM chief executive officer unleashed scrutiny of his record after asking for a government bailout to keep the Detroit automaker in business. Now, his departure may be a necessary condition of any federal rescue, business leaders and lawmakers say.

``Management needs to be replaced,'' said Robert Crandall, former chairman and CEO of American Airlines parent AMR Corp. ``The fact is that the management as a whole has had lots of opportunities to fix this. They haven't.''

Wagoner has run the world's largest automaker for the past eight years, presiding over $73 billion in losses beginning in 2005. He already endured a fight with dissident shareholders and several failed turnarounds and may argue he knows the company better than most who could take his job.

The 55-year-old executive joined GM in 1977, as U.S. automakers were fending off Japanese competitors who recognized the need a decade earlier to build fuel-efficient vehicles. While U.S. auto sales broke records during Wagoner's years as CEO, the three major producers -- Ford Motor Co., Chrysler LLC and GM -- battled against high labor costs from pension and retiree health care obligations.

Removing CEOs

``There's the feeling that next to financial services, automotive execs are the dumbest people in the world,'' said Thomas Stallkamp, a former Chrysler president who worked at the car company when it received emergency government loans in 1980. ``There are probably some symbolic moves that somebody's going to ask for.''

The federal government insisted on replacing the CEOs of American International Group Inc., Fannie Mae and Freddie Mac when they received aid. Lawmakers including Senator Sherrod Brown, an Ohio Democrat, said some executives may have to go before GM and the other U.S. automakers receive $25 billion in new government loans.

``It's pretty clear that management has made some pretty bad decisions over the last 20 years,'' Brown said, adding that changing management is something that Congress must ``think seriously about.''

Wagoner won't offer to resign, he told Automotive News this week. ``It's not clear to me what purpose would be served,'' he said. ``Our job is to make sure we have the best management team to run GM.''

Board Support

He wasn't available for comment. ``Nothing has changed relative to the GM board's support for the GM management team,'' the company said in an e-mailed statement.

The automaker, which may lose its title as the biggest to Toyota Motor Corp. at the end of the year, has dropped almost six percentage points of U.S. market share during Wagoner's tenure, falling to 22 percent as of Sept. 30. GM stock, at a six-decade low, has sunk 95 percent under the 6-foot-4-inch, Wilmington, Delaware-born executive.

``It's hard to imagine how a management team that has presided over this sort of decline would instill confidence that they can manage their way out of it,'' said Charles Elson, director of the Weinberg Center for Corporate Governance at the University of Delaware.

Still, Wagoner has shown staying power, weathering the losses and activist investor Kirk Kerkorian's 2006 push for an alliance with Renault SA and Nissan Motor Co., Elson said. A case can be made that Wagoner shouldn't be blamed for GM's travails, he said, because it has been hamstrung by the costs of providing health care to 1 million employees and dependents, an issue that should have been handled by the government.

Bet Against Hybrids

As CEO, the former Duke University basketball player and Harvard University MBA early on bet against gasoline-electric hybrid vehicles, focusing research on hydrogen technology. GM offered its first full-scale hybrids in 2007, a decade after Toyota introduced the Prius.

He kept GM focused on trucks and sport-utility vehicles, only to press for development of the Volt plug-in electric car when gasoline prices soared. Truck and SUV sales are down 16 percent since 2004.

Wagoner used the purchase of South Korea's Daewoo Motor Co. to expand GM's overseas sales 51 percent to 5.5 million cars and trucks by 2007. He wrung concessions from labor unions last year, including cutting wages in half for new hires and offloading retiree health care to a union-run trust by 2010.

`Fundamentally Restructuring'

``We believe that we were well along to fundamentally restructuring our business before the current financial crisis, in terms of product quality, productivity, energy solutions and costs,'' Tony Cervone, a GM spokesman, said. ``That strategy will be what leads us to success in the future.''

Finding the right person willing to take the job may extend Wagoner's longevity. Firing management will cause more trouble than it solves if a new team has to relearn the issues and deal with federal overseers new to the car market, Stallkamp said.

``You can't parachute in a bunch of people that don't know anything about it,'' said Stallkamp, 62, now a partner at the buyout firm Ripplewood Holdings LLC. He said he ``has a lot of respect'' for many executives at the automakers and wasn't referring to any one person.

President-elect Barack Obama is pushing for Congress to approve as much as $50 billion for the automakers and appoint a czar or board to oversee them, people familiar with the matter said yesterday.

Iacocca's Strategy

Stallkamp recalled fighting with a government board that wanted to delay investments in light trucks and minivans during the Chrysler bailout. Chrysler CEO Lee Iacocca pressed for them and the family-friendly vans turned out to be one of the automaker's 1980s successes.

Wagoner's situation differs from Iacocca's, and the other Big Three auto leaders, because of his three-decade GM employment. Ford CEO Alan Mulally took up his post in 2006 after a career at Boeing Co. Robert Nardelli became Chrysler's CEO in 2007 after running Home Depot Inc.

Iacocca, known as a product innovator responsible for the Ford Mustang, was brought in to help fix Chrysler in 1978. He lobbied Congress for a bailout, and in January 1980 $1.5 billion in federally guaranteed loans was signed into law. Chrysler repaid them three years later.

``Lee Iacocca had a clear plan to return that company to profitability,'' said Peter Morici, a business professor at the University of Maryland. ``These guys do not.''

Time for Pay Cuts

Senator Charles Grassley, an Iowa Republican, said in a letter yesterday to the three auto leaders that they should follow Iacocca's example and cut their own pay. Iacocca took a $1 yearly salary and his executives as much as 10 percent less after the bailout, according to the letter.

The bailout for automakers faces opposition from Republicans, including House Minority Leader John Boehner and Senator Richard Shelby from Alabama who sits on the Senate Banking Committee. The Bush administration also opposes using any of the $700 billion financial-rescue package to aid automakers.

Wagoner, the CEOs of Ford and Chrysler, and the United Auto Workers president have been invited to testify at a Nov. 19 hearing before the House Financial Services Committee.

In several bailouts, the government has required top executives to leave when it takes financial control of companies. Treasury Secretary Henry Paulson replaced Fannie Mae CEO Daniel Mudd and Freddie Mac's Richard Syron when he put the two mortgage-finance companies into government conservatorship in September. AIG chief Robert Willumstad left after the Fed took control the same month.

Volunteered to Resign

In 1984, federal regulators replaced the board chairman and CEO of Continental Illinois National Bank and Trust Co. after taking an 80 percent ownership stake.

The chairman of Lockheed Aircraft Corp., now part of Lockheed Martin Corp., kept his job when the defense contractor won $250 million in federal loan guarantees in 1971, even after offering to resign.

``The management is more interested in Lockheed's survival than in any jobs, and that starts with me,'' Lockheed Chairman Daniel Haughtontold Time magazine.

Aid to the automakers must come with conditions that reduce their U.S. production costs to match or beat those of Toyota, said Crandall, who managed a unionized workforce as American Airlines CEO from 1985 to 1998.

Toyota generated pretax profit of $922 per vehicle on North American sales in 2007, while GM lost $729, according a June report by New York-based consulting firm Oliver Wyman.

``If we don't impose conditions that we honestly believe will make GM successful, then we're just kidding ourselves,'' said Crandall, who last owned an American car 10 years ago and now drives a Toyota. ``Their costs are simply out of whack and the quality isn't up to snuff.''

To contact the reporters on this story: Peter Robison in Seattle at robison@bloomberg.net; Jeff Green in Detroit at jgreen16@bloomberg.net.

Last Updated: November 14, 2008 11:03 EST



To: Lizzie Tudor who wrote (46620)11/14/2008 8:42:23 PM
From: Bill Harmond  Read Replies (2) | Respond to of 57684
 
The Penninsula is ok...

ritholtz.com



To: Lizzie Tudor who wrote (46620)11/14/2008 8:49:09 PM
From: stockman_scott  Respond to of 57684
 
GM Collapse at $200 Billion May Exceed Bailout Plan (Update1)

By Alex Ortolani and Mike Ramsey

Nov. 14 (Bloomberg) -- General Motors Corp., seeking a federal bailout as its cash dwindles, would cost the government as much as $200 billion should the biggest U.S. automaker be forced to liquidate, a forecasting firm estimated.

A GM collapse would mean ``more aid to specific states like Michigan, Ohio, and Indiana, and more money into unemployment and extended benefits,'' Nariman Behravesh, chief economist at IHS Global Insight Inc. in Lexington, Massachusetts, said today in an interview. He prepared the estimate for Bloomberg News.

The projected expense of $100 billion to $200 billion covers funds for existing programs, such as unemployment insurance, and new measures that would be needed to revive economic growth after millions of auto-related job losses.

Such a sum would be an eightfold increase over the $25 billion bailout package that will be debated in Congress next week to help prop up Detroit-based GM, Ford Motor Co. and Chrysler LLC amid the industry's worst sales year since 1991.

GM said last week it may run short of operating cash by year's end, and projected it would be ``significantly short'' of what it needs by June unless the auto market improves or it adds capital.

A GM shutdown would cost jobs among suppliers as well as at the automaker itself, pushing the U.S. unemployment rate next year to 9.5 percent, compared with current projections of as high as 8.5 percent due to the weakened economy, Behravesh said.

Collapse Versus Bailout

The cost of an industry rescue plan versus the risk of a GM failure is a central issue for U.S. lawmakers. While some investors including Wilbur Ross say a GM bankruptcy would be a ``real mess'' that would end in liquidation, others such as hedge-fund manager William Ackman say there is no need for taxpayer funds and that GM should reorganize in court.

``A bankruptcy wouldn't address our immediate liquidity concerns,'' said Renee Rashid-Merem, a GM spokeswoman. ``It's not an option for GM because it creates more problems than it solves.''

The Center for Automotive Research projects that federal, state and local governments would lose $108.1 billion in taxes over three years in the event of a 50 percent reduction in U.S. automaker operations.

Job losses would total 2.5 million from an automaker failure in 2009, including 1.4 million people in industries not directly tied to manufacturing, the Ann Arbor, Michigan-based group said in a report on Nov. 4, three days before GM disclosed its cash drain.

`Real Costs'

``The government has real costs it would have to foot'' in a liquidation, said Bob Brusca, president of Fact & Opinion Economics in New York and a former chief of international markets at the New York Federal Reserve.

``They don't get those income taxes any more from the workers, they don't get the taxes from the corporation, they don't get local loss of taxes,'' Brusca said in an interview.

States pay an average of $279 a week for unemployment benefits for 26 weeks, according to Jennifer Kaplan, a U.S. Labor Department economist. The payments can last as long as 39 weeks in some states including Ohio, where the jobless rate was 7.2 percent in September.

The federal government also might ``be on the hook for the pension benefits and health benefits'' for workers thrown out of their jobs in an automaker collapse, said Dana Johnson, chief economist with Comerica Inc. in Dallas.

GM climbed 6 cents to $3.01 at 4:15 p.m. in New York Stock Exchange composite trading. The shares have tumbled 88 percent this year.

To contact the reporters on this story: Alex Ortolani in Southfield, Michigan, at aortolani1@1bloomberg.net or Mike Ramsey in Southfield, Michigan, at mramsey6@bloomberg.net

Last Updated: November 14, 2008 18:48 EST



To: Lizzie Tudor who wrote (46620)11/14/2008 10:07:20 PM
From: stockman_scott  Respond to of 57684
 
IT Trends for 2009...

As 2009 unfolds, it’s clear that enterprises with a forward-thinking approach and a solid grasp of technology trends will have a distinct competitive advantage. The following trends in areas like SaaS, virtualization and project portfolio management, among others, are likely to shape IT and business in the coming year, and they can give your company the advantage it needs to do business in this challenging economic environment.

IT Trends for 2009: Slideshow Summary

baselinemag.com



To: Lizzie Tudor who wrote (46620)11/15/2008 3:54:36 PM
From: stockman_scott2 Recommendations  Respond to of 57684
 
A SOLUTION FOR DETROIT, GM, & FRIENDS

pacificgatepost.blogspot.com

General Motors tells us it has plans for the long term. Long term plans are dreams. Unfortunately, GM’s horizon reality isn’t long enough for those plans and dreams to be realized. Pelosi and the Democratic leaders are urging Bush to provide more aid to the beleaguered auto industry. Congress bungled the specifics on the $700 billion bailout, and now it wants to extend the bungling to other areas of the economy, beyond the financial institutions. Panic is a dangerous condition, however, while it appears everyone is being conciliatory, or afraid to lose his or her job, there is an opportunity to take radical action. There exists a brief window of time when reconstruction can be enforced on a broken U.S. auto industry.

Here’s the fix:

Dear General Motors, Chrysler, Ford (yes, you too Ford, you’re in trouble, but just won’t admit it), and all suppliers and sub-contractors.

c.c.: UAW (pay attention because this is really going to affect you)

We, the ever hopeful Taxpayers, agree to come to your rescue, but feel it is time for some overhaul. We’ve been embarrassed for long enough. Over the past couple of decades most of your vehicles have looked like they were designed by committees ensconced in the shoebox concept of beauty. We don’t need to address all the other awkwardness, such as your failure to deliver reliability, while Toyota and Honda humbled even the German manufacturers. We are familiar with the rationalizations, and to some degree empathize with your being trapped in untenable labor relationships that have over the years stalled efficiencies. It is time to clear some decks in the management ranks as well as in the labor contract details. The now presents a perfect opportunity.

Please note that neither Congress nor Mr. Paulson will be negotiating the details on deals with each of your companies. Congress has demonstrated it cannot be trusted, and as for Mr. Paulson, we have been less than impressed with his ability to step back and act with objectivity, diligence or any sign of creativity and wisdom. How he became a billionaire is truly the extreme of the American dream waylaid on the road to fulfillment. Reaching dizzying heights of power and wealth with so little …, but enough of that for now. Here is the plan:

Each company will receive the same deal. All you have to do is throw up the white flag indicating that you can’t go it alone, and it becomes activated. There is no negotiation on the broad strokes. A bill will be passed, ensuring that all parties, including all employees, all executives, all Directors, and all related Unions, particularly the UAW, as well as all related contractors, sub-contractors and suppliers, abide by the terms since this will affect all of them very directly. We plan to end the excesses in the executive offices, and in the labor unions that have withered your companies.

We will take preferred share positions at the current market value for funds provided as and when the investments are made. Given the severity of the situation, the preferred shares will carry a dividend premium, we will settle for a total of 10%, and their buyback will also carry a 10% premium.

Considering the current share values, we will end up holding majority positions, which will sit in abeyance awaiting their return to your treasuries. We do not demand board representation, nor do we wish to dictate the agenda.

Since we are primarily interested in a long term success of your companies, we will not demand attached warrants on the preferreds, as other investors might be wont to do. We also recognize that adding to the overhang on the market would not be fruitful. We are not interested in promulgating evidence of greed here, just positive intentions for a significant industry we care to stimulate. Forget about going the loan guarantee route. We already have to borrow these funds, so enough borrowing already. We are anxious to get on with taking drastic action for the revival of your companies. We look forward to launching them into the twenty first century without too much surprise.

All employees, including management and officers, will take a full 25% cut in salary other than those recently hired for “non-core” jobs at $14 per hour or less. The salary cap will be $250,000 per annum, with no bonuses whatsoever. We are dealing with survival here, so whining that your personal overhead is higher than $250,000 will fall on deaf ears, and how can we say this with sensitivity, …you screwed up. Blame your egos for the extravagant lifestyles, and then move to a more moderate neighborhood. You’ll enjoy some peace of mind.

All employee agreements, unionized or executive, will be revisited. We realize that you compete in an international economy, and face competition that does not have the encumbrance of your labor history or your retired labor force. We will be reconsidering and renegotiating health care coverage as well as all 401(k) contribution programs, to bring them into line with the rest of work forces in America. While on the topic, we’re not getting with the program to shift the worker and retiree health care program responsibility from GM to the union, for example. That one smells, and workers will not get the better end of any such deal.

We will revisit the legislation that has governed labor relations, and become intrusive in the function of a prosperous enterprise. Unions abused their privileges, and executives abused their power, taking over-reaching compensation beyond common sense. Both exploited the system to selfish gain, almost killing the businesses. Executives went along with UAW coercion as long as their own incomes were skyrocketing. We are still shaking our heads at the 64% pay raise, Mr. Wagoner gave himself ’06-’07, while GM was hemorrhaging cash and it’s stock was crashing. While he was busy with his own bank account, GM was preoccupied with unproductive plant cutbacks to 80% instead of closing them altogether. The onerous position that carmakers have been subjected to by unions are no longer defendable or rational. Unions have also been taking care of their own senior executives, but their members are staring into the abyss. This will be changed. Oh, yes, and so will the “Jobs Bank” program or other arrangements such as paying “idled” workers almost all their take home pay plus benefits. You can expect us to rescind guarantees such as GM provided to keep all U.AW., U.S. factories operating.

The Board of Directors will experience an immediate restructuring so that we may implement much needed overhaul, and independence to the oversight process.

Accept this in a positive light which will stand you in good stead with the North American car buying public. Seeing some tightening of belts and constraint by unions and executives alike might endear your mobile armada to your primary market. We will not tell you how to run your business but folks, really, could you shrink the number of models? Too many of them look identical. GM, could we talk about your stake in GMAC? You’re supposed to be making cars, not financing homes. We’ll talk.

We would really like all three companies to demonstrate at least some of the vision their competitors have been actuating. We’re not talking about the kind of vision you used when you predicted a strong second half in 2008, but how about some vision on the future of the industry. This is just a “wishful” kind of thing on our parts, but we would be grateful if you could give room to the “vision” thing.

Few familiar with the auto industry would disagree that over-zealous unions have had obvious smothering impact on U.S. companies constraining their dexterity in fast changing markets. Without denigrating their significance to a labor force, we will do our utmost to ensure that common sense prevails in the relationship between unions and the auto industry. We are aware that labor isn’t the overwhelming cost factor, rendering you unprofitable, however, we are very familiar with what almost a century of accumulated bureaucratic strangulation from unions and government have done to your companies. We wish to remove all possible rationalizations and excuses on your road to recovery, and yearn to see it paved with ethical behavior.

Once your companies return to profitability, and our share positions are repurchased, your salaries will be revisited by new, and hopefully independent boards of directors.

We wish you much wisdom, foresight and plenty of good fortune. We also want our money back.

Sincerely.
The Taxpayers.

Posted by RAIDER OF THE LOST BARK at 10.11.08