GM has registered record growth in India for January 2010. Continuing its trend of climbing sales in the U.S. and abroad, GM sold a total of 9,421 units in the first month of the year, representing a 139 percent year-over-year increase.
This is also the highest monthly sales figure achieved by GM India since its inception. For the sake of comparison, GM sold 8,258 units in December 2009.
Even though the percentage change seems impressive, GM is still lagging behind Indian industry stalwarts like Tata Motors and Maruti Suzuki. In fact, GM’s January 2010 marketshare is right around the five percent mark. In a positive light, The Indian-General’s low market share today can be seen as having room to grow tomorrow.
To make matters worse, in December GM announced a mysterious partnership with SAIC in which it will share revenue generated from Indian operations with the Shanghai-based manufacturer.
GM India January 2010 sales are comprised of:
For quite some time, GM has been involved in a partnership with Suzuki to further develop hybrid and fuel-cell technology. Recently, however, Suzuki decided that it would part ways with The General after it joined forces with VW about a month ago. If you recall in the later part of 2009, Volkswagen became Suzuki’s largest shareholder after it purchased 20 percent of the automaker for a whopping 2.5 billion dollars.
In a statement released by Suzuki Chairman and CEO Osamu Suzuki, it is clear that there is no longer a place for GM in Suzuki’s model.
Suzuki is in a comprehensive alliance with Volkswagen. In every field including hybrid, diesel and electric cars, we will carry out joint development with them, or we will learn from them.
This joint agreement between VW and Suzuki also affects Suzuki’s relationship with with PSA Peugeot-Citroën and Renault SA, both of which supply diesel engines to Suzuki. If VW continues to provide its high level of diesel technology and innovation to the automaker, we may see more relationships between Suzuki and its partners fizzle in time.
[Source: Reuters]
GM just announced that effective immediately, Jeffrey Glover will become managing director of GM-AVTOVAZ CSJC (closed joint stock company).
GM-AVTOVAZ is a ten year-old joint venture (established 1999) between General Motors and Russian AvtoVaz that produces the GM AvtoVAZ Chevrolet Niva (based on the Lada Niva) and the GM-AvtoVAZ Chevrolet Viva (based on the ‘98 Opel Astra).

Jeffrey Glover
Glover will report to Chris Gubbey, president and managing director of GM Russia and CIS, and Marc Schiff, executive director of manufacturing in GM Europe. He will also continue to perform his existing duties as director of new business development and planning – reporting to Jamal El-Hout (vice president of product planning and CV operations at GM Europe).
Glover has been with GM since 1998 and has held various positions within GM Europe, as director of quality improvement in Russelsheim, Germany and in the business planning division at GM Europe. He will replace John Hanson as managing director of GM-AVTOVAZ, who has been successfully heading up the joint venture for the past three years. Hanson will be coming back to the U.S. for a new management role in the North American International Product Center.
While sold as a Chevy, the Niva isn’t presented as part of the “official” Chevrolet lineup in Russia. Rather, it’s a legendary vehicle in the country that’s all Lada Niva in everything but name. While the exterior and interior have been completely redesigned in collaboration with Chevy, the SUV is still largely based on the first-generation Lada Niva – sharing the engine, transmission, and most mechanical elements. Compared to modern CUVs, the Chevy Niva is is a true off-roader – with increased ground clearance and a body-on-frame design – perfect for Russia’s snowy or horrible roads.
Check out the full press release after the break. (more…)
We reported last week that General Motors is planing to first launch the widely-anticipated Chevrolet Volt Electric Vehicle in the state of California, the country’s biggest car market, in late 2010. The reason behind the decision? Since the Volt is a different kind of car – it’s designed to get plugged into the electrical outlet more often than refueled at the pump – the electrical infrastructure needs to be built and tested to ensure the best experience for the customer. Building said infrastructure is easier to do for a single market (state) than an entire country. On top of that, Brent Dewar, GM vice president, Global Chevrolet Brand, also noted that California residents are very often on the cutting edge of technology:
It is natural that California is the lead market for Volt. Not only is it the largest automotive market, Californians are known to be leaders in adopting groundbreaking new technologies.
More importantly, however, are the partnerships that GM has established in the Golden State to prepare for the launch of the Volt. The General is partnering with three California utilities and the Electric Power Research Institute (ERPI) as part of a real-world research program and demonstration. The purpose of the program is threefold: (more…)
GM and SAIC (Shanghai Automotive Industry Corporation Group) have formed a new joint venture in which each company holds an equal 50 percent stake. The new Hong Kong venture – General Motors SAIC Investment Limited – is meant to take advantage of the automotive industry’s long-term growth potential in India.
The newly-formed company will utilize GM’s two vehicle manufacturing plants and one powertrain facility in India that will produce small cars (from SAIC GM) and mini-commercial trucks (from SAIC-GM-Wuling). According to GM,
These products will join GM’s global vehicles, allowing GM India to quickly add entries in growing market segments.
These will be sold through GM’s distribution network in the country, that currently consists of 195 dealers and 198 service outlets.
Nick Reilly, president of GM’s International Operations (who will be making the move to head up GM Europe), had the following to say about the deal:
Over the past decade, SAIC and GM have created one of the world’s most successful automotive industry partnerships. Both companies felt this was the proper time to deepen cooperation beyond China’s borders in order to enhance our partnership as part of our individual companies’ long-term growth strategies.
GM expects the joint venture to be finalized in the first quarter of 2010 and believes that it will lead to more jobs being created in India.
SAIC and GM currently operate eight joint ventures in China and have been partners in the country since 1997. The tie-up is one of the most successful joint ventures between an American and Chinese company.
Even though our article would suggest things are all nice and rosy, I would argue things aren’t really that great in reality: this new venture would give SAIC a 50 percent stake in GM’s operations in India while GM gets…. wait, GM doesn’t get anything in return here! GM’s cars will still be manufactured in India – as they are today – only now, GM will be sharing its profits with SAIC. It would be one thing if GM didn’t have any plants in India and was looking to enter the market on the cheap, with GM-SAIC producing the vehicles in China for export to India. That’s not the case here.
Perhaps GM received some money in exchange for SAIC’s stake in the new company, which it would use to pay off loans to the U.S. government? Maybe… but then again, GM’s entire press release doesn’t mention any financial figures related to the matter.
There is one thing: mini-commercial vehicles from SAIC-GM-Wuling that will be produced in India after the venture becomes official come Q1 2010. In fact, these trucks have been more successful in China than GM’s light vehicles. Check the numbers: through the end of November 2009, cumulative sales of the light trucks were 3,384,848, while total sales of cars were 2,973,411. Market trends tell us that India is currently hot for these types of vehicles for construction and maintenance work. So if this is the real reason for the new joint venture, how come Wuling – the third partner with SAIC And GM in the light truck venture – isn’t mentioned in the press release? Something’s not right here, but I can’t put my finger on it just yet. Stay tuned!
GM’s full press release is after the break, just in case you’re interested. (more…)
Today GM announced that it will obtain 100 percent ownership of the CAMI Automotive Incorporated (CAMI) manufacturing plant. It will do so by acquiring shares currently owned by Suzuki Motor Corporation, whose stake represents a 49 percent ownership in the facility.
The CAMI plant builds the highly successful Chevy Equinox and GMC Terrain crossovers and is doing everything in its power to keep up with high demand for those vehicles. In fact, demand has been so high that The General has added a third shift, scheduled regular overtime for the plant’s workers, and even spent over $93 million on a new body shop to increase production capacity by 40,000 vehicles per year.
Before acquiring full ownership of the plant, GM was pumping big bucks and building very important products at a facility of which it only owned 51 percent. The amount GM spent to acquire the remaining 49 percent stake wasn’t disclosed, but we’re guessing it was much less than building a new plant – which can easily cost over $1 billion.
Originally known as Canadian Automotive Manufacturing, Inc, CAMI was founded in 1986 in Ingersoll, Ontario (Canada) as a partnership between General Motors of Canada Limited and Suzuki Motor Corporation. The plant was GM’s third step of its three-pronged approach in the mid-1980s to adopt and practice the Japanese allure of automotive management. The first two initiatives are now-defunct NUMMI facility in California (a partnership with Toyota) and the automotive graveyard-bound Saturn Corporation that was meant to put GM’s learnings from the other two plants into practice.
CAMI currently employs 2,772 people, and contains 1.7 million sq. ft. of floor space located on 570 acres (2.3 km²) of land. The 2005 Harbour Report ranked CAMI third in truck assembly in the Small SUV category, out of the 45 auto assembly plants in North America.
Click past the break for GM’s full presser. (more…)
When GM filed for bankruptcy protection in the summer of 2009, it made a deal with the Federal Government to trim down its brand portfolio. Certain brands were to be phased out (Pontiac) and other subsidiary brands were to be sold off (Saab, Hummer, Opel). Saturn fell into the latter grouping and the (old) GM crew has been looking for a suitor for the brand ever since. Saturn was planned to be sold to the Penske Automotive Group (of Roger Penske fame). To everyone’s surprise, the deal fell through at the final hour on Wednesday.
The purchase of Saturn by Penske Automotive Group was called off for multiple reasons, none of which were related to GM. Here’s how Mr. Penske described it:
Penske Automotive Group negotiated the terms and conditions of an agreement with another manufacturer, However, that agreement was rejected by that manufacturer’s board of directors. Without that agreement, the company has determined that the risks and uncertainties related to the availability of future products prohibit the company from moving forward with this transaction.
Basically, the Penske Automotive Group wasn’t able to secure the vehicles it needed to sell from “another manufacturer.” Sources close to the deal have let us know that this other manufacturer is none other than Renault, the French auto giant that, due to its unique partnership (ownership) with Nissan/Infiniti, is the world’s 4th largest auto maker.
I’d propose two reasons as to why Renault’s board of directors declined the Saturn deal: (more…)
The negotiations process took longer than expected, but the board of General Motors has announced its support for Magna International and Sberbank to take a majority stake in the GM Europe arm Opel/Vauxhall.
The sale will not be officially finalized until several key issues are resolved over the coming weeks, including gaining the written support of German labor unions. If all goes according to plan, the definite agreement will entail:
It’s official: Toyota will close down its NUMMI plant in Fremont, CA in 2010. The news comes on the heels of GM pulling out of the 25-year old joint venture two months ago.
Most recently, the plant produced the Pontiac Vibe and Toyota Matrix hatchbacks as well as the Toyota Tacoma compact pick-up truck. When GM announced that it would discontinue the Pontiac brand, the company announced that it will be withdrawing from the joint venture. The plant had a lot working against it:
My question is this: why did General Motors have two vehicles that competed in the same class but were manufactured in different locations and used completely different platforms? The Chevy HHR and the Pontiac Vibe are both compact hatchbacks. The HHR is built on the Delta platform, which it shares with the Cobalt and Cruze. The Vibe was basically a rebadged Toyota Matrix, which uses Toyota’s Corolla platform. What gives? Why have two very similar vehicles manufactured in completely different ways? I’m beginning to think that GM saved more money by sharing parts, platforms, and manufacturing personnel with Toyota than it could possibly have done by using its own platform. I hope that is not the case.
NUMMI, which stands for New United Motor Manufacturing, Inc., originally opened as a GM plant in 1962. It was then shut down in 1982 to reopen again in 1984 as a joint venture between The General and Toyota. NUMMI was the first automotive joint venture in the U.S. and was designed to make vehicles sold under both brands. GM saw the venture as an opportunity to learn about the ideas of lean and efficient manufacturing from a Japanese company, while Toyota secured its first manufacturing base in North America. The plant also provided Toyota the opportunity to implement its production system in an American environment and ecosystem. It was a raging success that initially produced vehicles such as the Chevy Nova, Geo Prizm, Toyota Hilux, and Toyota Volts – a reason why so many textbooks refer to NUMMI when discussing joint ventures.
The plant size spans the equivalent of about 88 football fields. The plant is configured into six major areas:
1. Detached Plastics facility fabricating bumpers, instrument panels, interior panels, and others.
2. Stamping facility that fabricates all visible sheet metal parts.
3. Welding facility that assembles all metallic parts into one rigid unit.
4. A detached Paint facility to prepare and paint passenger vehicles.
5. A detached Painting facility to prepare and paint truck cabs.
6. Main building that assembles entire vehicles complete with redundant quality checks to ensure customer satisfaction at the dealership.
GM also had a similar joint venture in place with Toyota and GM-Holden (of Australia) from 1989-1996 called the UAAI (United Australian Automobile Industries).
Currently, some workers at the plant are understandably unhappy with the turn of event, but unless the state of California makes some sacrifices to keep the plant going, don’t expect much to change.
[Sources: BusinessWeek and Wikipedia]
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