Chapter 7:Business Marketing;General Motors Cadillac

Dec. 13 (Bloomberg) -- General Motor Co.’s Cadillac brand, resuming sports marketing after the automaker’s bankruptcy, will return to racing in 2011 with a version of its CTS-V Coupe competing in the Sports Car Club of America World Challenge.

Cadillac’s return to SCCA would be GM’s latest move to boost its sports marketing after budget cuts ended many of the automaker’s racing programs and sponsorships during the past several years. Detroit-based GM ended many of its golf sponsorships before its 2009 bankruptcy.

“This is a good platform to promote V-series, which strengthens the Cadillac brand,” said Jim Vurpillat, Cadillac’s global marketing director. “V-series represents what we want the brand to be: the height of design, performance and technology.”

The first event in the SCCA World Challenge is March 25-27 in St. Petersburg, Florida. Johnny O’Connell, a three-time GT1 champion in the America Le Mans Series, and Andy Pilgrim , who won the 2005 SCCA World Challenge GT class in a Cadillac, will be behind the wheel of the CTS-V racecars, GM said in a statement.

Pratt & Miller, a New Hudson, Michigan-based engineering firm that specializes in motorsports, will help develop the CTS-V Coupe racecar. Some of the production components will be modified because of the special demands of racing or SCCA series rules.

Cadillac said on Nov. 29 it will sponsor the World Golf Championships PGA event at Doral Golf Resort & Spa in Miami in March. The tournament will be renamed the Cadillac Championship through 2016.

GM ended its relationship with golfer Tiger Woods in 2008 and its sponsorship of the Buick Open golf tournament in 2009.

Chapter 8:Segmenting and Targeting Markets;General Motors Cadillac Division

GM has stepped up to the plate to try and appeal to a whole new breed of luxury car
owner. The Sporty CTS really delivers and has a lot of sex appeal. Just as important as
having a good product, Cadillac backs it up with an aggressive marketing campaign.
They install the good looks and luxury icon with the new middle class that can afford it.
Having a good advertising campaign helps makes the car so appealing. The campaign
drips a mixture of sexual overtones and performance. Interestingly there is not one
reference to retirement or wealthy retired owners and their wives. Instead they focus on
the trendy and successful younger crowd that is looking for luxury and appeal.
Historically most people would skip the GM brand and move right to the foreign market.
GM hopes to change this with the redesign and paradigm shift, so far its working.

The CTS is Cadillac sporty version and is very fun to drive. It’s not your typical Cadillac
ride but rather on the firm side. Some would argue that GM chinned a little in the
components department thus giving the interior a slightly scaled down effect. It is not the
plush interior that Cadillac is known for. The car is a four door sedan that is equipped
with a four hundred horsepower motor. This is the same motor used in the Corvette. The
2008 model has some redesigns planned. Expect the car to vary in sticker price from
$29,825 to $51,325 depending on how it’s equipped.

Specifications include:

•

Rear wheel drive

•

Engine choices of 2.8 Liter V6, 3.6 Liter V6 and 6.0 Liter V8

•

Transmissions: 6 speed manual and 5 speed automatic.

•

Weight is 3725 pounds

•

EPA of 18 cities and 27 Highway

What's New for 2012

For 2012, the 3.6-liter V6 in the Cadillac CTS gets 12 additional horsepower. Other changes include a slightly revised grille, active front head restraints, standard Bluetooth and new options that include automatic wipers and a heated steering wheel. A new Touring package adds special interior trim along with the items found in the carryover Performance packages.

Introduction

Though it now enters its fourth year of production since a full redesign, the 2012 Cadillac CTS sedan continues to make a strong case for itself as a solid choice for an entry-level luxury sport sedan. To begin with, the CTS is bigger than most of its rivals, and that translates to an advantage in terms of interior space. The CTS also boasts one of the most stylish cabins in its class, with very nice materials and bountiful high-tech convenience and entertainment features.

On the move, the CTS takes to corners with an agility and poise that no other Cadillac sedan in history could possibly match. With its coupe, wagon and high-performance V variations (reviewed separately), the CTS also offers a wide variety of choices just like its luxury rivals. And for 2012, the CTS gets an upgraded 3.6-liter V6 that produces 318 hp, making it one of the more powerful choices in this segment.

The CTS isn't without faults, however. Despite the power increase, the CTS is still a tad slower than competing sport sedans like the BMW 335i and Infiniti G37. Those cars are also generally more nimble and more engaging to drive. And if value is important, the revised Chrysler 300 and Hyundai Genesis are certainly worth looking at. Still, the 2012 Cadillac CTS holds its own and certainly presents a distinctly American take on the luxury market.

Body Styles, Trim Levels, and Options

The 2012 Cadillac CTS is a five-passenger midsize luxury sedan that is available in four trim levels: 3.0 base, 3.0 Luxury, 3.6 Performance and 3.6 Premium. The high-performance CTS-V is reviewed separately, as are the CTS Coupe and Sport Wagon.

The 3.0 base comes standard with 17-inch alloy wheels, automatic headlights, heated mirrors, keyless entry, cruise control, dual-zone automatic climate control, an eight-way power driver seat, leatherette premium vinyl upholstery, a tilt-and-telescoping steering wheel, an auto-dimming rearview mirror, OnStar, Bluetooth and an eight-speaker Bose sound system with a CD player and satellite radio. The 3.0 Luxury adds remote ignition, additional sound insulation, automatic wipers, a rearview camera, driver memory functions, heated eight-way power front seats (with two-way lumbar adjustment), leather upholstery, a wood-trimmed steering wheel, interior accent lighting, and a six-CD changer.

The optional 18-inch All-Season Tire Performance package adds 18-inch wheels, a sport-tuned suspension (dubbed FE2), xenon headlights and foglights. The CTS Touring package is similar but also adds a sport grille and special interior trim.

The 3.6 Performance trim adds to the 3.0 base equipment a more powerful engine, the All-Season Tire Performance package, remote ignition, heated eight-way power front seats, driver memory functions and a 10-speaker Bose surround-sound audio system with a CD player, digital music storage and an iPod/USB audio interface. The Luxury Level Two package adds the rest of the 3.0 Luxury's extra equipment, plus rear parking sensors, heated and ventilated front seats, a split-folding rear seat, a power-adjustable steering wheel, keyless ignition/entry and a cabin deodorizer.

The 3.6 Premium includes all the above equipment, but adds a panoramic sunroof (optional on all other trims), a heated steering wheel, a navigation system (optional on all but the base model) with a pop-up touchscreen interface, and real-time traffic and weather.

As its name suggests, the 19-inch Summer Tire Performance package adds 19-inch wheels, summer tires, an even sportier suspension (FE3), a limited-slip differential, upgraded brakes and shift paddles. A CTS Touring package for the 3.6 is also offered but in this case also includes Recaro front seats.

Powertrains and Performance

Every 2012 Cadillac CTS comes standard with rear-wheel drive, but all-wheel drive is optional. The 3.0 models come standard with a 3.0-liter V6 that produces 265 hp and 220 pound-feet of torque. Opting for the CTS Touring package adds a dual exhaust system that increases output to 270 hp and 223 lb-ft of torque.

Rear-wheel-drive models come standard with a six-speed manual and offer a six-speed automatic as an option; all-wheel drive is automatic only. EPA-estimated fuel economy for the rear-drive, automatic-equipped CTS 3.0 is 18 mpg city/27 mpg highway and 22 mpg combined. Sticking with the manual drops that to 16/26/19, while all-wheel drive drops it to 18/26/21.

The CTS 3.6 models get a 3.6-liter V6 that produces 318 hp and 275 lb-ft of torque. Rear-wheel drive is standard and all-wheel drive is optional, but every 3.6 gets the six-speed automatic. Last year's 3.6-liter V6 brought the CTS from zero to 60 mph in 6.7 seconds, so the more powerful 2012 edition should shave a tenth or two from that time. EPA-estimated fuel economy is the same as the 3.0's rear-drive estimate of 18/27/22 regardless of whether you get rear- or all-wheel drive.

Safety

Standard safety features for the 2012 Cadillac CTS include antilock disc brakes, traction control, stability control, active front head restraints, front-seat side airbags, full-length side curtain airbags and GM's OnStar emergency communications system.

In Insurance Institute for Highway Safety testing, the sedan was awarded the best rating of "Good" in frontal-offset and side impact testing. In Edmunds brake testing, a CTS 3.6 Premium came to a stop from 60 mph in 117 feet, which is very good for a nearly 2-ton luxury sport sedan. With the 19-inch wheels and summer tires, that distance drops to a very impressive 109 feet.

Interior Design and Special Features

Inside, the 2012 Cadillac CTS features a pleasing angular theme to match its exterior edginess. Soft-touch materials are plentiful, accented by tasteful wood trim. The optional navigation system emerges from the top of the dash and retracts almost fully, leaving a small section visible as a touchscreen display for the audio system -- an ingenious and elegant alternative solution to having a separate control panel.

Unfortunately, the interior also comes with its fair share of flaws. Many find the driving position awkward because of slightly offset pedals, a low-mounted seat and compromised knee room due to the sweeping center stack. Overall comfort is also hampered by flat and stiff seatbacks. Thick rear pillars not only make the backseat feel a bit claustrophobic, but the resulting rearward visibility is notably poor, forcing the driver to rely heavily on the optional rearview camera when maneuvering in reverse.

Trunk space (13.6 cubic feet) is decent, but the narrow opening requires quite a bit of jostling in order to fit bulky items. Golf clubs will not fit width-wise, and so will eat up the available space, as they must be placed diagonally.

Driving Impressions

The 2012 Cadillac CTS tracks through curves with much more athleticism than you might expect. The steering is precise and well-weighted, making the CTS competitive with its European rivals. However, this road-holding performance comes at the expense of ride quality. Those expecting the luxurious ride of Cadillacs past will likely find the suspension on the Performance trim models too firm for their tastes. Given that, the even stiffer optional sport suspension will likely be far too harsh and unforgiving for most.

Power delivery from the base 3.0-liter V6 is sluggish compared to the broad-shouldered 3.6-liter engine. Considering that both engines achieve virtually identical fuel economy, we suggest springing for the bigger V6 if your budget allows.

Chapter 11:Developing and Managing Products;General Motors Cadillac

Cadillac has to keep it's reputation up of building beautiful and great luxurious vehicles so the consumer can either update or trade in their car.In an effort to take advantage of its recent return to popularity, Cadillac decided to build high-performance versions of several of its cars. Collectively called the V-Series, they are meant to be high-powered, tight-handling, all-around track-tuned performers in the vein of the European performance marques, such as BMW's M series and Mercedes-Benz's AMG lineup.

The Cadillac CTS-V was the first and easily the most successful example. The first-generation CTS-V had the wild power output to go up against the Germans, but came up lacking a little in terms of polish and engineering sophistication. The second-generation CTS-V, though, is a totally different beast. Packing a ferocious 556-horsepower supercharged V8 into the grown-up and dynamically advanced second-gen CTS, the result is the very definition of a world-class super sedan.

Current Cadillac CTS-V

The current Cadillac CTS-V is the high-performance version of the CTS sport sedan. While its predecessor certainly got your blood pumping, the new edition is like a defibrillator attached to Niagara Falls' hydroelectric plant. Under its angularly sculpted hood lives a detuned version of the supercharged 6.2-liter V8 found in the manic Corvette ZR1, which in the Cadillac produces 556 hp and 551 pound-feet of torque.

The CTS-V also gets a bulging hood, flared front fenders, 19-inch wheels, huge brakes and big silver mesh grilles. Similarly, the cabin adds piano black trim and Alcantara faux suede surfaces to the civilized edition's already high-end ambience and materials. Most of the CTS's vast array of standard and optional luxury features carry over, meaning you can burn rubber and listen to AC/DC on the surround-sound stereo at the same time.

With the six-speed manual transmission, the Cadillac CTS-V cranks out neck-snapping acceleration in the range of 4.3 seconds from zero to 60 mph and a 12.4-second quarter-mile time. (A six-speed automatic with wheel-mounted shift paddles is optional.) That's obviously high-end sports car territory, but it also schools the super sport sedans from Germany. Plus, it does it for less money.

Chapter 16:Integrated Marketing Communications;General Motors Cadillac

Here are some objectives according to Cadillac Integrated Marketing Plan;To improve awareness that Cadillac has new redesigned cars that are targeted towards young and new generation with active and exciting lifestyles.To enhance image and perception of Cadillac as stylish and chic through concise,entertaining advertising such as TV and magazines. Acquire status recognition with new generation through advertising campaigns such as break through and under 5. Increase sales by 5% in one year. But the first step to achieve these objectives is to distinguish the target market.

These logos changed over courses of time because of marketing processes Cadillac went through over the years.

Chapter 10:Product Concepts;General Motors Cadilliac

Cadillac product concept is what attracts it's diverse consumers.Cadillac products can be categorized under consumer products because it's a beautiful luxurious car that attracts the mind,body and soul. The concept of the car is so great with all the features it withholds that it practically sells itself. Also specialty products because of it's features.Cadillac always have a product line extension because it's actively changing among existing product lines.Cadillac is a manufacturer brand because it's well known,it's advertised heavily,and if something is wrong with the car,then Cadillac would simply replace it to maintain it's customers loyalty.

Chapter 18:Sales Promotion and Personal Selling;General Motors Cadillac

Take a Look, Take a Test Drive ... the Valet Is on US! Cadillac has developed a new approach to customer outreach. Through their new grassroots marketing push, Cadillac says THANK YOU to their current customers as well as future Cadillac CTS and SRX owners with a free valet parking service campaign. "Take a look at our new CTS and SRX, enjoy the complimentary parking perk and come take a test drive at a nearby dealership."

Vice President of Los Angeles-based Garrett Associates, Tom Garrett, has been the pioneer of this fresh concept. Garrett says, "This unique program is designed to direct ad budget dollars away from traditional media and positions it directly in the hands of potential Cadillac CTS and SRX customers." The goal is simple: to expand awareness for the 2011 Cadillac CTS and SRX by giving a valuable service DIRECTLY to people who love and drive luxury cars.

Garrett concludes, "Our stated goal is to make a direct connection between the Cadillac brand and new and return customers. By displaying the new CTS and SRX on-site, giving people the free valet perk and inviting them to visit their local Cadillac dealer, we plan to cultivate new buyers and bring people into the showrooms across Southern California. As a luxury car that every one knows of practically sells itself. Now have a younger target market that is very beneficial to Cadillac sales financially.

Chapter 17:Advertising and Public Relations;General Motors Cadillac

Cadillac advertisements helps them maintain their brand exposure or increase it,as well as their market share. They spend a lot of money to process these advertisements,but they it gives consumers the incentive to make a purchase or even gain interest in their vehicles. Their advertisements talks about the quality,the durability, and safety of their vehicles. Cadillac is more institutionally advertised than productively advertised because it's a worldwide car thats being exposed all over the world.Cadillac is advertised in newspapers,magazines,radios,televisions,on buses,the internet,billboards and more. Basically what we do everyday in our lives,Cadillac advertisements are around. Cadillac also maintain their image by staying true to the consumers. It's never a problem they wont be able to solve with their consumers because of the relationships they have.

Chapter 15:Retailing;General Motors Cadillac

Cadillac is defined by the concept of art and science. Luxury. Artistry. Advanced technology. Our heritage and mission for the future are clear: the Cadillac brand must be a complete brand. It must encompass every facet and detail of our business as it relates to the consumer. And it must consistently convey a focused, recognizable Cadillac message. Our updated product portfolio has taken shape. Featuring bold, crisp intersections punctuated by sharply delineated lines, Cadillac vehicle design is rekindling the maverick spirit of Cadillac. Our new image is creating a welcome set of expectations from customers and media alike. Now it is time to integrate the place where Cadillac meets customers face to face – the retail environment. Our retail facilities must not only reflect the Cadillac brand – they must be the Cadillac brand. It is with this in mind that we present to you the new Cadillac Retail Environment for your facility. For more information visit:http://www.gmfacilityimage.com/cadillac/introduction.php Cadillac is one of 6 other retail branches of General Motors. Cadillac retailers base their company on the level of service given on to the consumers because they want to keep their customers as well as their interest of purchasing vehicles.Cadillac pricing system workaround the consumers budget so paying can be beneficial to them.Cadillac has many retail divisions around the world. Cadillac uses the direct marketing approach because they want their consumers to experience the aspects as well as the comfortability of their vehicles or they can check out the cars via online,catalog,mail,and magazines.Cadillac also sale parts of their franchise to venture capitalists so they both can benefit financially.Cadillac also have a mobile app for any questions,comments or concerns we as consumers have.

Chapter 6:Consumer Decision Making;General Motors Cadilliac

In order for the customers to buy a cadillac,it has to meet their needs and wants. Cadillac automobiles has to meet these requirements and add features of the customers liking, in order to be purchased by them. The Cadillac Corporation takes notes of what consumers want nowadays, like electric powered vehicles,maximum safety features,the durability of the vehicle,and how much miles you get on certain automobiles catches the consumers eye. Cadillac also look at the purchases and ratings of vehicles they sold in the past that customers liked and try to add them to the vehicles of today in different varieties. Every consumer had a hint of doubt when it comes to the automobiles of Cadillac,so upon purchasing the vehicle;Cadillac throws in things like 1000$ rebates,fully equipped with safety bags,leather seats, and add in extra miles. Anything that can catch the consumers eye and if they're getting more than what they bargained for,then the consumer will buy the car.Cadillac has employees of all ages or people with different personalities pertaining to the buyer. They have to have their employees trained with aspects of knowing what to say,talk about experiences with the car;just basically persuade the consumer to buy the product but they don't make it known. The Cadillac service representatives talk to consumers on a friendly level of understanding while giving them the piece of mind to buy the great vehicle they are trying to sell.

Chapter 5:Developing a Global Vision;Cadillac

General Motors plan to build Cadillac outside the United States before 2012 as a plan to make GM's  premium brand a global nameplate. Although Cadillac has be sold outside of the United States;like in China and other international markets,it's only being produced in the North America.“We're going to try to define a slightly different brand and product strategy by having a global premium brand, Cadillac, and a global value brand, Chevrolet,” Akerson said, speaking to reporters before GM's first annual shareholders meeting since is IPO last fall.

Cadillac Mining Corp. (CQXFF)  RTx © quotemedia.com Last Price 0.0978 Change Day High N/A Bid N/A Ask N/A Dividend N/A Last Trade 9/28/11 % Change 0.00% Day Low N/A Bid Size 0 AskSize 0 Ex-Div Date N/A Tick N/A Open N/A 52 Wk Hi 0.4959 EPS(TTM) N/A Shares 27,174,828 Yield N/A Volume 0  Prev Close 0.0978 52 Wk Low 0.0885 PE Ratio N/A Market Cap 2.66 m Exchange Greys

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Read more: http://thestockmarketwatch.com/stock.aspx?stock=CQXFF#ixzz1ZiFrLrzm


The chart above indicates the rates of GM's Cadillac current market.

Chapter 4:The Marketing Environment;General Motor's Cadillac

Like all organizations, GM’s Cadillac division must develop products that customers
want, communicate useful information about them, price them appropriately, and
make them available when and where customers may want to buy them. Even if it

does these things well, competition from other automobile marketers, economic conditions, and other factors may affect the company’s success.
http://actionlearning.mit.edu/files/slab_files/Projects/2009/GM,%20report.pdf

Chapter 3:Ethics and Social Responsibilities; General Motors

http://investor.gm.com/pdfs/Winning%20With%20Integrity.pdf

Chapter 2:Strategic Planning for Competitive advantage;General Motors

General motors' current strategic plan is called a "Four Point Turnaround Plan" which involves labour expenses being reduced,legacy costs being cut,a decrease in production capacity and new designs and marketing strategies. But as you should know,cost reduction do not guarantee successful competition because other company "ECOcar" could do the same and may get better business. General Motors also must differentiate their products so customers could get a sense of value-added. General Motors must appeal to needs and trends of local markets instead of using global. In order for GM to compete in a global market they have to develop a successful domestic strategy to be able to compete internationally.

General Motors (GM)

GM sold 223,900 units in December 2010, up 7.9 percent compared to December 2009 and up 32.7 percent from November 2010. GM remains the largest automaker in the United States with 2010 total sales a little over 2.2 million vehicles.

Below is GM's model year mix, compared to last year GM is doing an extremely good job of clearing out old inventory and moving to the current model year.

Buick has had the highest percentage gain for any major brand within the U.S. market, model level sales breakdown is below.

General Motors 2010 Calendar Year Sales Up 21 Percent;
December Sales Increase 16 Percent — Best Month of 2010

The Mission Statement,History and Heritage of General Motors.

G.M. is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment.

Creation: 1897-1909

At the turn of the 20th century there were fewer than 8,000 automobiles in America, many of them powered by steam or electricity, others had gasoline engines. An unexpected turnout at the first New York Auto Show in 1900, showed the magnitude of the public’s fascination with the automobile. Over the next few years, hundreds of fledgling companies would try to meet the demands of a growing market.

General Motors was founded by William “Billy” Durant on September 16, 1908. Durant had become a leading manufacturer of horse-drawn vehicles in Flint, MI before making his foray into the automobile industry. At its inception GM held only the Buick Motor Company, but in a matter of years would acquire more than 20 companies including Oldsmobile, Cadillac, and Oakland, today known as Pontiac.

In Germany, a company named Opel began by manufacturing dependable sewing machines. Opel became a brand recognized worldwide after adding bicycles to their product arsenal. In 1899, Opel entered the growing automobile market with the Opel-Patent-Motorwagen System Lutzmann and became a part of General Motors thirty years later.

Acceleration: 1910-1929

Earlier inventions such as the electric light bulb, the telephone, and the radio marked a new era of possibilities. In particular, the automobile sent the imagination racing and expanded the horizon upon which people could dream. As demand for automobiles grew to unexpected heights in the 1920s, General Motors set the pace of production, design, and marketing innovation for others to follow.

Adding Chevrolet, Vauxhall and Opel, diversified the selection and added to the reach of GM. With the philosophy and strategy of “a car for every purse and purpose,” and a series of landmark innovations that changed the automobile itself, GM’s vehicles went beyond transportation, becoming statements and aspirations in their own right. During these years GM also opened more than a dozen new plants outside the United States.

The milestone 1927 Cadillac LaSalle, with curves rather than sharp corners and a long, low stance, made people see cars as far more than just a mode of transport. Designed by Harley Earl, the LaSalle was a world apart from the high and boxy Ford Model T, marking the beginning of true automotive design. Earl would head GM’s design studio until his retirement in 1959.

Emotion: 1930-1959

Hard times in America and political change in Europe throughout the 30s brought new uncertainty, but GM’s commitment to innovation continued unabated. The return of peace following World War II brought a new optimism with consumers eager for goods that had been out of reach for so long. GM responded with an unprecedented string of milestone designs that continue to inspire to this day.

In addition to innovations like independent front wheel suspension unibody construction, and the one-piece steel roof, General Motors pushed the envelope in design with a succession of vehicles including the 1949 Buick Roadmaster, theChevrolet Corvetter and BelAir, and the 1959 Cadillac El Dorado. These machines were as much fun to drive as they were to see drive by.

During the war GM supplied the Allies with more goods than any other company. In 1940, former GM President William Knudsen was chosen by President Roosevelt as Chairman of the new Wartime Office of Production Management. By 1942, one hundred percent of GM’s production was in support of the Allied war effort. GM delivered more than $12 billion worth of materials including airplanes, trucks and tanks.

Revolution: 1960-1979

The 60s and 70s were a time of new challenges and great change. Environmental concerns, increased as prices and foreign competition led to an unprecedented downsizing of vehicles across all GM vehicle lines. It was the largest reengineering program ever undertaken in the industry, ushering in an age of lighter, aerodynamic and more fuel-efficient vehicles.

In 1971, GM pioneered the use of engines that could run on low-lead or unleaded gasoline. Two years later, General Motors was the first to offer an air bag in a production car. In 1974, GM introduced the most important step in reducing emissions with the catalytic converter. This technology, shared by General Motors, is still used by the entire auto industry.

There were storm clouds on the horizon, however.  Germany and Japan, now recovered from the devastation of World War II, began exporting cars to the U.S. in larger numbers, and fuel price shocks sparked consumer interest in these new, more fuel-efficient vehicles.  GM rushed to develop smaller vehicles as well, but the company had been too large and too successful for too long to change direction easily, and GM’s undisputed dominance of the U.S. 

Globalization 1980-1999

Although General Motors was always active internationally, the 1980s and 1990s brought a new urgency for GM to operate as a single global company, to improve the efficiency of its operations and better compete with global competitors. GM also began a series of reorganizations in North America that led to a single business unit there.

In 1982, GM marked its largest single production expansion outside of North America with the opening of the new complex in Zaragoza, Spain. This facility immediately began building the fuel-efficient Opel Corsa. With joint ventures in China and India plus the additions of Saab and HUMMER to the GM family, the company expanded both the reach and variety of vehicles sold worldwide.

1995 was a big year for GM. Annual vehicle sales outside North America exceeded three million units for the first time. Five million vehicles were sold in the United States that year and GM entered into its first joint venture agreement in China. By the end of the 90s, the foundation for global growth in the new millennium had been set.

During this period, GM also formed NUMMI, a joint-venture with Toyota, and Saturn, a wholly new company focused on creating a new small car and a new way of doing business. Lessons from these and other innovations were spread throughout GM, and the company benefitted from a truck boom that saw millions of American’s adopt SUVs as their family transportation. However, legacy costs from earlier years continued to weigh on the company, and Japanese, German, and Korean competitors pushed into the lead in most passenger car segments.

Innovation & Challenges 2000-2008

By the start of the new millennium, GM had built a strong presence in emerging markets such as China and Brazil, and had largely completed its transformation into a single global company. The creation of GM Daewoo in 2002 gave GM a new organization specializing and engineering and manufacturing smaller cars, proving an important boost to Chevrolet’s growth as a global brand. The design and quality of GM’s new cars improved significantly, but GM found it difficult to regain share from its offshore competitors, and legacy cost from GM’s decades as a larger, less efficient company continued to weigh on financial results.

It was also a period of tremendous innovation at GM. The company continued to push ahead with electric vehicle technology, developing a series of hydrogen powered fuel-cell concept and demonstration vehicles. Then, it January 2007, GM shook the industry with the Chevrolet Volt concept, a vehicle that could drive on battery power for daily commuting, then continue operating with a range extender when the battery charge was depleted. The first production Volts were delivered to customers in December 2010. GM also became an industry leader in flex-fuel vehicles, which can run on either gasoline or E85, and developed a sophisticated two-mode hybrid system to significantly extend the economy of full-size trucks and SUVs.

Notable new models included the Chevrolet Aveo small car, the Chevrolet Equinox crossover, and the Pontiac Solstice and Saturn Sky roadsters. The new Saturn Aura and Chevrolet Malibu put GM back into the thick of the midsize car fight, and the Cadillac CTS began a renaissance at Cadillac that is gaining momentum to this day.

However, in 2008, a major recession and global credit crisis drove car sales to near depression levels and dried up private sources of capital. GM, critically short of operating cash, received a bridge loan from the U.S. Treasury, under the conditions that the company further accelerate a tough restructuring of its us operations that had been underway for several years.

Rebirth: 2009 - Present

General Motors Corporation filed for bankruptcy on June 1, 2009, and a new General Motors Company,which acquired many of the strongest assets of the old company, was created July 10, 2009, with theU.S. Treasury, Canadian governments, and the UAW Retiree Medical Benefit Trust as its major shareholders.

This new GM is smaller, leaner company than its predecessor. It has four brands in the U.S.: Chevrolet, Buick, GMC, and Cadillac. It has a more focused network of 4,500 dealers and competitive labor agreements with its unions. Globally, GM continues to grow rapidly, and more than 70 percent of its sales now come from outside the U.S. GM’s top five markets by sales are now China, the United States, Brazil, the United Kingdom, and Germany.

Re-emerging at the new GM is the competitive spirit that, for decades, drove GM to leadership in styling, technology, engineering, marketing, and other key areas of theauto business. This spirit guides the new GM as it works to design, build, and sell the world’s best vehicles.