Chief Engineer for GM’s Corvette program Tadge Juechter probably didn’t blow any minds by pointing out that car magazines have reached the point where lying (or at least printing disingenuous information) in order to goose interest in their upcoming issues has become standard procedure. He sure did get a chuckle out of the assembled Corvette nuts though. Meanwhile, don’t hold your breath for a V6 (or mid-engine, or hybrid) Corvette… no matter what Automobile Magazine might tell you.

UPDATE: Automobile Magazine fires back after the jump.
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Today, we’re setting the way-back machine for 1999 for an ABC “exclusive” behind the scenes of General Motors. Rick Wagoner is in charge, market share is dropping and the Aztek still hasn’t emerged from its camouflage. It’s a more innocent time, as evidenced by ABC’s breathless, toothless reportage, and it makes for good nostalgia and good schadenfreude. Does it get any better than that?
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Perhaps the most fundamental challenge facing bailed-out financial and auto firms is convincing consumers to leave aside their anti-bailout prejudices and start buying their products. For GM, the first step in this process was as simple as repaying a loan and airing a “Mission Accomplished” advertisement that did everything but show Ed Whitacre landing on an aircraft carrier. For GM’s former captive finance arm, GMAC, escaping the stain of the bailout is a more prosaic matter. Having already launched an online consumer-oriented banking arm by the name of “Ally Bank,” the finance company is adopting the innocuous Ally moniker for its entire business, reports the Detroit News.
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Bob Lutz may have left GM, but TTAC’s not through with the man of Maximum just yet. One quote in particular, from an “exit interview” with gm-volt.com, exemplifies the kind of candor that seems likely to disappear from GM along with Lutz. Possibly for good reasons. Well, good PR reasons, anyway. After all, with Lutz unable to deny that GM will lose money and/or battle sticker shock with its forthcoming Volt EREV, he’s the kind of guy who will tell the unspeakable truth instead of playing coy like a good PR man. To wit:

How do we get the cost down without in any way diminishing the value of the car in the eyes of the customer? By just doing some more elegant engineering than we did the first time around where we inadvertently did some belt and suspenders stuff because we wanted to move fast. Now as we look back at the car we say ‘gee I wish we’d done his different,’ …’ gee I wish we’d done that different’ because this is a very expensive solution and we could have done that for a lot less money.

That faint sound you just heard was Ed Whitacre expelling fillet of rattlesnake out his nose after reading that little nugget. Meanwhile, you’ve heard it from the horse’s mouth: the Mk.1 Volt will be expensive, unprofitable, and unpolished. Or, to use a PR term, “belt and suspenders.”

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We live to serve here at TTAC, so when our faithful commentators requested a comparative graph of Chevy Suburban and Tahoe Sales from the heart of the SUV boom, who were we to say no? And sure enough, there are some interest lessons to be learned from the exercise. In 1999, as the SUV boom headed for the stratosphere, the ‘burban actually passed the Tahoe in terms of volume for one year. But the fad wouldn’t last: Suburban sales peaked in 2001, a year before the Tahoe topped out at nearly 209k units. The Suburban also fell further, suffering big year-over-year losses until a pre-gas-shock uptick in 2007, a year after the Tahoe recorded its first post-peak upswing. Counter-intuitively, the 2008 gas shock actually hurt Tahoe volumes even worse than Suburban, shedding over 50k units (or about 60 percent) compared to 2007 levels. Over the same period, the Suburban “only” lost 30k units of volume (about 55 percent).

Considering the Suburban so essentially captures the tenuous line between myth and reality in American life, it’s a pity we don’t have 75 years of sales data to put some hard numbers behind the nameplate’s 75 years of history. Luckily, our data does go back to 1995, when America’s whirlwind romance with the SUV was just beginning to get serious. Given that, as Paul points out in today’s history, Suburbans didn’t become popular as family haulers until sometime in the early eighties, it’s safe to assume that 1996-2004 represents the absolute high-water mark for the nameplate’s volume. And ye gods has that volume dropped off ever since.

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Buick has confirmed long-standing rumors that it will offer a compact (Delta II) sedan (likely a rebadge of the Opel Astra) and a subcompact (Gamma II) MPV “in the near future,” reports the Detroit News.With the Regal launching this year, these two vehicles will create a Buick lineup with twice the options of its current three-car lineup. That current lineup competes in only two vehicle segments, whereas by 2013, Buick expects to compete in 47 percent of market segments with a lineup of vehicles that will all be newer than the Regal. In other words, if you think Buick’s problem is product, GM agrees with you… and it’s revamping the brand’s entire lineup over the next three years.

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Maybe I’m showing my age here, but my definition of the term “younger” clearly doesn’t match that of The LA Times (though the age of the driver pictured is not given). And it’s not just the photo editor either… (Read More…)

Ousted GM marketing boss Susan Docherty came into her own at GM as General Manager of the HUMMER brand. How well did her stewardship of that brand work out? We’ll let this picture do its thousand-words thing on that question [HT: AsianMartin’s Twitter feed, via SpeedSportLife].

Since GM Chairman/CEO Ed Whitacre began firing holdover executives, starting with former CEO Fritz Henderson, TTAC has argued that VP for Marketing Susan Docherty is a prime example of a GM lifer who “owes her career to GM’s timid and inept culture.” Having already lost the Sales VP position to GM’s rising star Mark Reuss, “leaving Docherty time to focus on the marketing side and polish up her resumé,” we figured she was on her way out. And sure enough, several embarrassments later, the announcement came today. What we didn’t expect: that former Hyundai “Marketer of the year” Joel Ewanick would replace her.

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The Competitive Enterprise Institute, a public interest group dedicated to free enterprise and limited government, has filed a complaint with the Federal Trade Commission, alleging that a recent advertisement from GM claiming to have “paid back government loans in full” is deceptive [full complaint in PDF here]. You might be able to guess why the CEI finds the GM ad so misleading, but if not, their explanation is after the jump.
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The Denver Business Journal reports that the Colorado Senate has approved fines of $10,000-$25,000 per day for any automaker that does not comply with its law (HB-1049) requiring reinstatement or compensation of culled dealers. That law was passed earlier this year, drawing a $60,000 vote-no lobbying effort from GM. It also gives culled dealers the right of first refusal for new franchises opened within five miles of their shut dealership within five years, and states that if a franchise has been re-awarded, the culled dealer can demand the return of his franchise. According to the DBJ:

Three terminated Chrysler dealers requested their re-awarded franchises back after the law was signed and said they were told by the company that it had no intentions of complying with it. Chrysler then filed a federal lawsuit on April 23 against Colorado, claiming the new law contradicted terms laid out in Chrysler’s bankruptcy agreement and violates the contract clauses in the state and federal constitutions.

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For yet another month, GM’s sales [full April sales report in XLS format here, press release here] managed to be both promising and disappointing, depending on how you cut them. GM’s “core brands” were up 20 percent cumulatively, with Cadillac and Buick leading the way with 35.7 percent and 36.4 percent increases respectively (Chevy up 17.4 percent, GMC up 18.4 percent). And though GM is especially eager to boost sales numbers at its two premium brands, thanks to their low baseline sales, the solid percentage gains resulted in surprisingly small volume improvements. The General’s overall volume was up only 6.5 percent compared to April 2009, a month when the just-canceled Pontiac outsold both Buick and Caddy.

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GM’s restructuring of its Opel division has long been seen as one of the greatest threats to The General’s US taxpayer-supplied cash pile, and the bleeding has now officially started. Reuters reports that GM has agreed to pay four hundred million Euros ($532,000) for worker termination benefits as it closes operations at its Opel plant in Antwerp, Belgium. The 2,600 employees who once built Opel Astras at the factory will be out of work by the end of the year, with about 1,250 planned to be terminated by June. The Flemish government has until September to find a new investor for the plant location; if it is successful, and the new tenant rehires the former Opel workers, GM could be off the hook for some of their termination costs. Considering that Europe has some of the worst auto overcapacity around though, the odds of another automaker taking over the plant don’t look good. Which means the fate of Opel’s Flemish workers, and the health of GM’s cash pile are likely in the hands of a non-auto industry investor. Meanwhile, with Opel planning on cutting 20 percent of its European capacity, the bleeding is only just beginning. But hey, is there a better use for American tax dollars than paying off European workers to the tune of $205k per job?

Chevrolet has had a difficult time deciding if its Cruze-based MPV, known as the Orlando, is a good fit for the US-market. Initially, Chevy debuted the Orlando concept at the Paris auto show, and said it had no plans for a US-market version. Then it was approved for the US ahead of the 2009 Detroit Auto Show, and now, according to Automotive News [sub], it’s off again. The (up to) seven-passenger MPV, built on GM’s “Delta II” compact architecture will be sold in Europe, Asia, and even Canada… just not in the US. Chevy spokesfolks explain:

The best thing to do for Chevrolet is to focus on the brands we’ve already brought to market: the Traverse, Equinox, Malibu and, soon to come, the Cruze. We feel that with those vehicles, Chevrolet has plenty of options for the modern family.

Of course, Chevy sells all three of those vehicles in Canada as well… so how are these three options “plenty” for US consumers, but not for our friendly neighbors to the North?

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