Word: chevrolets
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COVER: 1957 Chevrolet Bel Air photographed by Ron Kimball...
...1980s the company staggered from one automotive blunder to another. Worst among them were the cookie-cutter cars. The idea behind them was to save on manufacturing costs, one of Smith's abiding principles. But the look-alike models blurred the historical marketing distinction GM had carefully cultivated between Chevrolet at the bottom of the market, Cadillac at the top and Pontiac, Oldsmobile and Buick in between. None of the cookie-cutter cars will make it to the Automotive Hall of Fame...
...Chevrolet dealer in South Dakota, Rock earned a degree in psychology before embarking on a career that included posts at Buick and GMC Truck. At Oldsmobile, Rock began his revolution at the retail level, where he exhorted his dealers to emphasize customer service. He plans for Oldsmobile to become the first mainstream GM line to adopt the methods of the new Saturn division, which embraces higher standards of value, quality and service than other nameplates...
...fallen out of touch with its customers. Except for products of GM's Saturn and Pontiac divisions, young drivers increasingly spurn the company's cars for Japanese makes or other U.S. models. The median ages for buyers of GM's bread-and-butter midsize lines are 45 for Chevrolet, 55 for Oldsmobile and 60 for Buick. By contrast, the ages of U.S. buyers of Japanese cars range from 35 to 40. GM has foundered while the more nimble Ford and Chrysler, which had long scrambled for niches in the GM-dominated marketplace, cut costs and brought out popular models like...
...early 1960s GM was having trouble building small cars to compete with imports like the Volkswagen Beetle. Chevrolet's ill-fated Corvair, which Ralph Nader judged to be "unsafe at any speed," made few inroads against imports. Yet GM was lulled into complacency by the success of its Pontiac GTO and other trend-setting muscle cars. When buyers flocked to small cars during oil crises in the 1970s, GM's failure to produce a winning model was ominous. "They had become so arrogant and efficient at defining trends that when a fundamental shift took place, they failed to adapt," says...