GM and its Korean battery partner LG Chem have signed licensing agreements with the Department of Energy’s Argonne National Laboratory, giving the two firms access to Argonne’s proprietary lithium and manganese-rich metal oxide mix for use in lithium battery cell cathodes. The material will need “several years of testing” according to The General, but could extend battery life, increase charging voltages and storage, and make Li-ion cells safer. Energy Secretary Stephen Chu says GM’s agreement with the publicly-funded lab

gives General Motors the ability to use cutting-edge battery technology throughout its supply chain. The licensing of this technology will also spur the renewal of the American battery industry, creating hundreds of new jobs where they are needed most.

But that’s not quite the whole story. According to press releases, GM’s deal with Argonne allows the automaker to

to use Argonne’s patented composite cathode material to make advanced lithium-ion batteries

But LG Chem’s agreement allows the Korean firm

to make and use Argonne’s patented cathode material technology in lithium-ion battery cells

In short, a publicly-funded lab has licensed technology in a way that appears to deepen the (partially) government-owned automaker’s dependence on a foreign firm. Confused? So is the mainstream media. And so, to some extent, are we.

(Read More…)

GM has invested $5 million in the Powermat wireless charging start-up, and they want to use the technology “to charge its soon-to-be-launched Chevy Volt hybrid electric car,” Businessgreen reports. They report from the UK, so they shall be forgiven the “soon-to-be-launched” this one time only. But to charge a Chevy Volt? (Read More…)

Dying to have OnStar in our car, but don’t want to buy a GM car? No problem! At this year’s Consumer Electronics Show in Las Vegas, GM unveiled an add-OnStar that fits (nearly) any car. (Read More…)

“Hyundai Motor Co. and its affiliate Kia Motors Corp. sold a combined 1.1 million vehicles in China last year, becoming the second largest auto seller in Asia’s biggest car market, the companies said yesterday.”

This today in the Korea JoongAng Daily, and in case you’ve never heard of them, they are an associate of the Herald Tribune. Now why should this be a slap in the face of GM? (Read More…)

So who will be the world’s largest automaker this year? Like it or not, this is decided by numbers of units produced, size doesn’t matter. Some time in summer 2011, OICA will publish the official worldwide manufacturer ranking. Let’s try to figure out the top three. Number 3 is easy: (Read More…)

Seoul’s Chosun Ilbo sees Hyundai-Kia taking the number 4 spot in global autos sales this year. The podium positions are already spoken for: Volkswagen will take third, the number one position remains a tight race between Toyota and GM.

The Seoul paper sees Hyundai-Kia “overtake the Renault-Nissan alliance to become the world’s fourth largest carmaker. Hyundai ranked fifth last year, with Toyota on top followed by GM, Volkswagen, and Renault-Nissan.”

The trouble is: It’s not true. Even more troubling Hyundai-Kia will most likely topple Ford. (Read More…)

So far, the feared Chinese car exports were nothing to write home about. Imports to China are outpacing exports from China by a wide margin. In units and especially in value. While China manages to sell a few cheap pickups to developing countries, it has become the #1 market for the (imported) Mercedes S Class. The German car industry in particular is running extra shifts to keep up with the Chinese appetite for German imports. One carmaker is determined to change that gross trade imbalance. Not Chery. Not Geely. It’s General Motors. (Read More…)

Unless a major disaster happens, (such as a falling sky, or a combined blood, fish, frog, and snake rain) Ford will retake the #2 slot from Toyota this year in  the U.S. The DetN came to this conclusion after studying the year to date market share of both. In his monthly sales call, Ford’s analyst George Pipas said that Ford has increased its domestic sales at nearly twice the market’s growth rate. Ford’s market share stands at 16.4 percent at the moment, up from 15.3 percent last year.  And Toyota? (Read More…)

“The next 24 months will be tough for us,” said Soh Weiming, Volkswagen’s company’s executive president for China, to Bloomberg. Is Volkswagen running scared in China? Will the bubble finally burst? Soh Weiming is worried. (Read More…)

It’s hard to believe that The General was once so dominant that it sweated over the fear of being split up by the federal government via antitrust regulations, and that GM’s divisions cranked out more than 25 separate passenger-car engine types (counting Opel and Holden models) during the decade. Why, The General boasted ten different car V8s during the 1960s (not counting earlier models intended for warranty replacements, industrial use, etc); eight of those engines were being built in 1965 alone. Imagine a manufacturer today so mighty that it could offer eight totally different V8 engines (in 14 displacements) for sale in its new cars! (Read More…)

In a nod to the fact that growth lies elsewhere on the globe, GM created a new position rarely seen elsewhere: Chief Marketing Officer (CMO). Job description: Head and direct global marketing. Job filled by: Joel Ewanick.

The marketing maven joined GM in May, after a very short (and apparently not too happy) stint at Nissan.  Ewanick became famous for his marketing work for Hyundai and for implementing gutsy marketing strategies. Ewanick is credited for a lot of Hyundai’s U.S. success. (Read More…)

Today, Bloomberg delights its readers with the news that “General Motors Co.’s passenger-car venture in China sold its millionth unit this year, becoming the first carmaker to reach that sales level in the world’s largest auto market.” Spinmeistery at maximum revolutions.

Just a few days ago, the same Bloomberg had this story: (Read More…)

In the thirties and forties, GM pioneered and brought to market some of the most innovative, successful and lasting new technologies: diesel-electric locomotives, the modern diesel bus, automatic transmissions, refrigeration and air conditioning systems, high compression engines, independent front suspension, and many more. But GM’s technology prowess was just one facet of its endlessly warring multiple personalities. Planned obsolescence, chrome, fins and financial rationalization were the real moneymakers, especially during the technically conservative fifties. But in the period from 1960 to 1966, GM built three production cars that tried to upend the traditional format: the rear engined 1960 Corvair, the front-wheel drive 1966 Toronado, and the 1961 Tempest. And although the Corvair and Toronado tend to get the bulk of the attention, the Tempest’s format was by far the most enduring one: it was a BMW before BMW built theirs. If only they had stuck with it. (Read More…)

Kevin Wale, head of GM China, confirmed what we had intimated a month ago: GM wants to give their Chinese joint venture partner SAIC access to GM’s sales network in the UK. “We have agreed in an MOU that we would discuss the potential for MG to be distributed in the UK,” said Wale to Reuters.

If the deal is signed, it would be unprecedented. (Read More…)

GM CEO Dan Akerson may believe that

There’s more to life than money,

but he tells the Freep that GM is running the risk of losing top managers to the competition, and must seek more flexibility on pay rules from the Treasury. Akerson wouldn’t clarify what kind of concessions he’s asking for from Treasury, but says that the risk of losing employees in the short term is very real. Meanwhile, even though the government isn’t the majority stakeholder in GM any longer, it will have to OK executive compensation packages until the bailout is paid back. Which prompts The Atlantic‘s Daniel Indiviglio to suggest

there may also be ways to structure pay to minimize cash in compensation packages. For example, if a large portion of compensation is awarded in GM stock that does not vest until the company has paid back the bailout, then this would provide additional incentive to these executives and limit their immediate cash compensation. Unfortunately, there’s no perfect solution to this problem, because the government shouldn’t be involved in the business of bailouts in the first place.