You are entitled to your opinion, as am I. If I'm so out to lunch, how come hundreds of very knowledgable individuals agree? I'm not calling for anything radical here, just common sense. Given the fact that there is no cost to implement, what's wrong with trying something proven successful? There is NO downside, and what if it WORKS?

 

Buickman, these people get it IMO.

As I mentioned earlier in this thread, sure your ideas are good from a marketing standpoint. But you seem to honestly believe that you can sell anybody anything, and that how product compares in the market place is just background noise.

I've kept up on the conversations on this thread while posting on others for quite awhile. To be perfectly honest with you, what comes out when you read this thread in it's entirety is that you have a venomous hatred of GM's CEO Rick Wagoner. Whatever it is goes far beyond his management of the company.

From what I can gather, GM management (or perhaps Rick Wagoner himself) sidelined you when you went to them with this plan to "save" GM. As I mentioned before, it's a good plan but it's NOT goning to "save" GM, or anyone else for that matter.

If I were running GM, and every study I came across refered to a lack of competitive product, and someone came busting down my door and forcefully telling me that product isn't important it's customer relations, "rallyed" people on the internet by saying you had a master plan to save the company but they won't listen, I really hate to say this, but I'd sideline you myself.

 

If I owned GM? By this description, here's the way I'd see it:

1. A salesman walks in with a "well reserched plan.
I'd ask to see his reserch that supports it. Based on what you've posted, it's a customer relations & dealer relations plan. The reserch seems to be centered on your own experiences.

2. Does this salesman come at me to discuss, or does this salesman come at me bearing the only answer is his answer?

3. By the time that salesman walked into my office, I probally have done studies up the wazoo as to what's eroding my market share. I already know that Toyota and Honda dealers have the same or worse satisfaction numbers as we do, but manage to hand us our lunch in sales. I also know that I have cars that haven't changed since 1997. I also know that perception of quality is important.

4. I'd understand that this salesman has something to contribute on the sales side, but I'd start thinking he's on a bit of an ego trip when he starts bragging how he's done well "in the extreme" everywhere he's been.

5. Finally, if that salesman came in with a vendetta against someone that was blantantly personal, as yours is against GM's CEO, you'd be ignored right off the bat.

You even went as far as saying Roger Smith (the man whose policies virturally bankrupted GM!) was a better CEO than Rick Wagoner, whose term as CEO (he took the position barely 2 years ago, for crissakes!). According to some of the things you've posted, I'd think Wagoner was responsible for kidnapping the Lindburg baby.




In the begining, I was very intrested in what you had to say, but now you are going so far overboard into overkill it isn't even funny anymore.

Your plan has nothing about how to improve product.

Your plan has nothing about how to improve vehicle quality.

Your plan has nothing about how to improve GM's quality image.

I have yet to see how your plan will save GM a dime in development.

I don't see anything in your plan that addresses GM's purchasing organization that is so assinine that it awards bids not on quality of work, but lowest cost to the company.

I don't see anything in your plan to speed up GM's ridiculously sluggish and destructively slow product development system.

I don't see anything that's going to make GM on par with Toyota (now the world's biggest car company), or Honda (the highest perception of quality vehicles), or the new Korean imports and transplants that will be soon selling quality cars at give-up-and-quit-the-business low prices.

I see nothing that's going to make it profitable to get into image building niche markets.



What I DO see is a vendetta against Rick Wagoner by someone who wants to see GM's CEO strung up.

I DO see someone who thinks that 10 year old cars will sell just as good as the newest exciting designs or vehicles with top drawer quality from other makers whith nothing more than improved customer service all around (as if Saturn hasn't disproved this).

And finally, I DO see alot of focus on you and what you've done.

You have had a fantastic career so far. You have been extremely successful in what you have done, and you have earned the respect of everyone, including me.

But there is such a thing called modesty. Do you need to trumpet your success at every opportunity whether appropriate or not? Do you need to show your personal hatred for GM's CEO in every other post? You repeat your ideas as the "Plan to Save GM" so often that I'm really wondering if you believe you repeat it enough, it will become true in everyone's mind.

You have a unique position. You actually have some clout that will get you into meetings with GM brass for serious discussions. You own enough GM stock to be heard at stockholder meetings. Instead of going in there like someone's savior, why not hold a 2 way discussion? Why not realize that your plans are only one part of the whole picture?

Why not lobby for a position to revamp the sales and marketing arm for GM, if you are serious about making a better company instead of demanding millions in payment?

 

You misinterpret. I have nothing against Mr. Wagoner personally. It's his record speaking here, not me. How can you think his grade is anything but failing? The company has lost over 75% of it's value since 2000 (he's been responsible for GMNA since Lopez left and was COO under Jack Smith).He paid $4.4 BILLION to Fiat for NOTHING. Meanwhile, he proclaimed we would have won in court. How much do our lawyers cost anyway? Buick, which I love, has been absolutely STARVED of product while GM wastes billions on joint ventures and foreign alliances. GM does the most ineffective marketing in the industry (short of Mitsu's approve anyone scam). We go from Lock and Roll to Red Tag and die on the vine. I only mention my accomplishments to prove that this isn't some flaky salesman pushing goofy ideas.
Some, including you, seem to think I believe product isn't important. that's false. It takes investment in time and money to develop and bring to market products that customers desire. A Return To Greatness needs neither. The Plan could be implemented immediately and results would happen within a month.
Am I somewhat pushy? Perhaps, but who else is demanding accountability and who else has a plan of this nature? Want quick results? Try something new that's been proven to work.
It appears to me that some just like to argue for argument's sake.
By the way, I demanded nothing. I only asked to be paid fairly when it works. Something wrong with pay for performance? Sell a car, get paid, what a concept!

 

Not everyone thinks I'm so crazy. Here's an example of the hundreds who fully support A Return To Greatness...


It's high time Wagoner heard something from someone besides his lackeys, who
tell him only what they know he wants to hear. May your name resound in his
ears and may you be the starring figure in his dreams - nightmares? <G>. It
sounds like you've planned well and that there's no reason execution of the
plan shouldn't go smoothly.

I can hardly wait to read about it in the press! When you finish, Wagoner
won't have any excuse not to give your plan a hearing - the whole
responsibility for impending failure will be solely on his head, if he
doesn't. You're not only a super salesman, but a terrific strategist. You
should be a general.. better yet... well, Bush needs you in Washington. <G>
First GM, then Washington! Let that be your battle cry. <G>

Let me know how the meeting goes. I'm anxious to know if he tried to shout
you down. GM has been to arrogant for too long, without any real substance
to support that arrogance... a house built on quicksand doesn't stand
long... there comes that day of reckoning, and in GM's case, it's at the
door. They need a new way of thinking.

Get in there and let 'em have it! Oh, I can't wait!


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jkipp84@hotmail.com

I'm for change.

 

Buickman,

lets get this to the next level..I think what everyone here is thinking. we know and have seen your plan..will it work..IF you get a voice of reason at GM's meeting..

I think what were all saying is "is there more to this plan?"..and if so you gotta put out another few points..to make us debate it more and not against you.

I think you started loosing people around page 12 of this thread for anything new.The people that are respected here are asking questions and for your reasons you do not reply with anything other than " they are part of the plan but cannot be discussed in fear of competition" with that now we are just going in a revolving circle of nit picking..

all I can say is the 20 points you have..if GM let you get that going..and say by the end of summer if GM hasn't gained a good chunk of ground..you loose..but if they did right by your plan. and gained ground.well then they take your next step.."IF" you do have more steps..

and if so thats what I think were looking for..not what we know

 

David,
Thanks for the input and suggestion. I see your point. As I am now in the final stages of preparation for Delaware (much to do), there really isn't time at this juncture to delve into more of The Plan. I promise to reveal additional steps after returning, as this forum has been very helpful in keeping things in the proper perspective, and in making improvements. You guys have been tough on the old Buickman, but I survived. Thanks for all your assistance and passion.
Jim

 

The thing is, it's not so easy to just implement his plan. He was initially asking to be hired high into GM management - not exactly realistic. As Guy pointed out, he has an attitude about GM management that leads me to think he might not have worked well with them. LaNeve even said quite bluntly that he thought Buickman would be hard to work with. I can't say if that's true, but that was certainly LaNeve's judgement after meeting and talking to him face to face - something we haven't done.

Now he wants Wagoner's head to roll at the board meeting. That sure isn't something you can just try out!

Again, I think Buickman's best bet, in terms of his own personal advancement and the betterment of GM, is to try and get into a sort of consulting position with the dealers. He could be the guy who roves around the nation fixing broken dealers, and policing the corrupt ones. He would be perfect for this because as a salesman, he would be "on their side" in a way that GM suits are not, but at the same time, seems to have the company's interest at heart. Additionally, in this position he really wouldn't have to work for anybody. He'd be able to implement the plan himself, and have the authority from GM corporate to demand real changes in the way the dealer network does business.

If you proposed something like this Buickman, I really don't think you'd be turned down. Neither LaNeve nor anyone else would feel threatened if you were spending your time in dealers, rather than inside the Rennaiscance Center. If your plan worked, you'd then be in a good position to demand more from GM.

 

Not sure from where you are getting your info, but it's incorrect. I NEVER wanted a job at the Ren Cen, or as a GM employee (except in my youth). I only requested to perform as a consultant, and to be paid for performance. Each point of share is worth over $1,000,000,000 to GM's bottom line. My request was for less than .001 of that amount, and ONLY when successful.
BTW Implementing The Plan is a walk in the park. The dealers will listen, It's GM with the hearing impediment.

 

exactly what I mean..
"He could be the guy who roves around the nation fixing broken dealers, and policing the corrupt ones. He would be perfect for this because as a salesman, he would be "on their side" in a way that GM suits are not, but at the same time, seems to have the company's interest at heart."

sounds like the 20 points right there..fixing the dealers..this is where the 10K markup for the GTO would be nixed right there, something like that with the Solstice would not happen. Something we been complaining about how long?

 

And if your plan loses market, how much will you be willing to pay to rectify the loss?

 

In 2000 when I gave Jack Smith the top ten things GM could do to increase share, the company was worth $66,000,000,000. Today it's $15,000,000,000.
In the interim, I've continued going to Delaware and the Ren Cen preaching change. Told Lovejoy the 29 pins should read 25 if no change. To answer your query as to what I'm willing to risk, so far I've spent around $15,000 of my own hard cash, let alone the untold man hours invested. I earn just over $200 per hour and have years accumulated. You do the math. That's what I'm willing to put up, no wait, I already have!

 

Hasn't GM gotten rid of a LOT of stuff since 2000. Like get rid of majority shares in Hughes, GM Electromotive, etc.?
Lots of things effect bottom line on a company the size of GM, car sales is a big part but not everything, shouldn't someone trying to get rid of the CEO know that?

 

Guy,

Thanks for a much more rational, and less flame-filled assessment that I am capable of.

I would amplify your comments with a simple statement of fact:

The hard sell may work on near-senile Grandmas and those addled by emotion, but it won't work on those in positions where a certain professional detachment is the norm. In other words, while it may work on the used car lot, or even the new car lot, it doesn't work with the OEM's.

LaNeve called him on the carpet in the best way possible, and found the true motivation. The shocking thing is that a salesman with such vaunted experience and such reliance on his own opinion of himself, got offended first and didn't see the $5000 offer as the opening it was. Right then and right there LaNeve put his finger on precisely what makes Buickman tick.

Game, set and match - LaNeve.