All 27 pages of this garbage.

Edit: 28 Pages...

 

Busy at work for anything more than quick replies, delivered three so far today, two more going. Will take your suggestion and review entire thread tonight. Should make for an interesting read.

 

Made to post 180, nodding off. Must say it was a great idea Darth Xed. You folks have been more receptive than I had remembered. You do not simply blindly follow anywhere. The questions and criticisms revisited are valid and hard hitting. We've had some heated debate. It's been challenging and fun. Time for sleep, NHK coming to visit me from Japan tomorrow for documentary on call for Wagoner to resign. Giving them tour of Flint and filming responses to their questions such as the impact on imports if GM fails, and how to address health care. Compared to you guys, this will be a breeze. I'll finish the review tomorrow and post answers to anything I can find that was left open ended. Thanks to all, you're a fine bunch and I mean that most sincerely.

 

There are people in GM who sold cars at the retail level.

Moreover, while I do agree that there are people within GM that could work for General Mills, General Foods, General Electric, or General Motors, I'd also point out that we have a lot of men and women who are passionate about cars and trucks.

As to getting retail input, we have Dealer Advisory Boards.....both National Dealer Council, Regional Dealer Councils, and Product Advisory Boards (for individual Brands) While on the Camaro/Corvette Team, I communicated with our 8 dealers several times each month. They came from all parts of the country...they were self nominated......and to serve, they had to substantially exceed national average on Camaro or Corvette sales rates.
Further, none of them were part of a conglomerate.....they were 'hands on' dealers with exceptional sales and service satisfaction indices.

 

In review:
Yes, been aggressive, saw as neceassry to get GM to listen. Time is of the essence.
Been successful team builder in all past endeavors.
Don't believe Plan is foolproof. Yet is based upon decades of experience.
Not intimately familiar with all aspects of being CEO. Only truly knowledgeable regarding sales and marketing.
Did sell elsewhere, dad was GM dealer in NY. Grew up in the business in non-GM market.
Selling Buicks little tougher than fish in a barrel. Were 6 dealers locally. Fixed pricing makes rising to the top based upon best customer service, leading to many repeat and referrals.
Agree manufacturing, engineering, and program management vital.
100% agree, need cars that excite.
Don't blame many of you for skepticism, car salesmen not the most reputable.
No never ran mfg, did $Billion contracts, don't deal in material costs, not expert in health care or gov't regulations.
Outside of 20 points, change the issue of trust amongst GM, dealers, suppliers, and employees.
Good CEO delegates well to the right people in the right position. Sets general direction toward predetermined goals with an eye on profitability.
Board - need true independence with some real car experience.
Fiat - exchanged 32 million share worth $2.4 Billion, then Merril Lynch bought same for $1 Billion. As corrupt as anything out of Enron or Worldcom.
Insert voice of customer by forming groups of top salespeople and have them meet with engineers. These folks derive income by filling needs and understand customers from first hand interaction.
Can gain share even in flooded market by superior merchandising, dealer treatment, service, follow up, and aspirational advertising.
We must move forward fast, the competition is gaining strength and is certainly not about to rollover.

More soon...

 

Awwwwwwwwww crap! This stupid thread was ALMOST forgotten about and now its back at the top. Just let this thing die and go look for your glory somewhere else!

 

If you don't like spinach, you don't buy it. If you don't like this thread, don't open it. What is your problem?

 

He's not a car salesman, hes more of a sales manager, hes been in it since the 70's and he recently stopped, but each time a local GM dealership is ailing, they call to him, and he revives the dealership and makes it one of the best in the area within a few months...

He knows simple things that help sell... free things that are good advertisement.

He isn't interested in making any money "Saving" GM... he like the most of us, wishes the best for GM, and wants the company in good hands...

I have personally corresponded with him, and hes very wise and very educated, but again ego, arrogence, and agresiveness is what stopped the deal, although Kirk is his way into GM, and Kirk Kerkorean agrees with all of the 20 steps, and there are more, just havent been shared with anyone.

 

Amen.

 

did I about sum it up right?

 

You did, except for the fact that I did ask for compensation when and if The Plan succeeded in terms of whole points of share increase over the course of a year.

 

I c... and how much would that amount to, if it worked?

 

Each point of share is worth over 1 Billion. I asked for 1 million per point of increase per year, three years running. I was willing to forgo any upfront money and simply be paid for performance. When LaNeve mentioned at our meeting that I would have to resign my position as general manager at Suski, I asked for 100k per month 3 months to cover my position as The Plan went into effect and I traveled to insure proper implementation. He agreed and then went backwards the next week. That is when I went public and released the first twenty steps which led to national exposure, many articles, and interviews, and brought me here to this site.

 

1 million per point of marketshare!!! 100k per month! Well you are bold.

 

The three months worth would be a sacrifice from what I make now. I would assume the risk, confident of The Plan's outcome.