Word: gm
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Dates: during 2000-2009
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...these bankruptcies, at heart they are animated by the audacity of hope. The hope that Fiat's Sergio Marchionne can translate his turnaround mojo into a language Chrysler can understand. The hope that, having poured at least $1 billion into the innovative but commercially suspect Chevy Volt plug-in, GM can pivot into less costly hybrid and high-efficiency diesel technologies. (Perversely, the Administration might hope for $4-a-gallon gasoline to aid that quest...
...cash to keep them going - along with their finance arm, GMAC, and their key suppliers - the public price tag will exceed $100 billion. Add billions more in subsidies for researching and developing green technology and still more billions in tax credits to motivate buyers to go green. If someday GM and Chrysler become consistently profitable, the government loans will be repaid and both companies restored to total private control. The operative word being...
...commercial manner." That is to say, restructure the companies in a way that makes good business sense. The "commercial" mantra proved fleeting. The first imperative of commerce - to add value and thus earn profits - is too narrow to host all the civic expectations attached to the auto industry. If GM's only task were to make money, the company would shutter its car factories (or move them to low-cost countries) and churn out light trucks...
...West Virginia called on Treasury to go easy on small-town car dealers, who create jobs and pay taxes in far-flung communities. Pension and health-insurance benefits that might have been wiped out in a strictly commercial bankruptcy have instead been elevated to priorities. (See pictures of GM factory-scapes...
...sound plan for a stand-alone Chrysler was out of the question; it was deeply in debt, bleeding money and saddled with unpopular products. Of the 20 best-selling vehicles in the U.S. in 2008, only one, the Dodge Ram pickup, was made by Chrysler - compared with five for GM and four for Ford. A venerable European carmaker, Daimler, had already tried and failed to revive Chrysler. Its current owner, the private-equity fund Cerberus, had spent months of fruitless globetrotting in search of another car company willing to give...