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Abstract

Continued losses at its core North American operations had called into question the very survival of General Motors (GM). The giant automobile manufacturer was rapidly losing ground in the North American market to its nimble competitors and its brands were losing their popularity. The company also had huge legacy costs. But the company''s management, led by Chairman Rick Wagoner, was confident that their turnaround strategies would be successful in ensuring the survival of GM. The case helps in comprehending the reasons behind GM''s declining fortunes and the turnaround strategies that Wagoner and his team were devising to ensure the company''s survival. The case provides scope to discuss whether such strategies would ensure GM''s survival.
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June 2005

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Abstract

Continued losses at its core North American operations had called into question the very survival of General Motors (GM). The giant automobile manufacturer was rapidly losing ground in the North American market to its nimble competitors and its brands were losing their popularity. The company also had huge legacy costs. But the company''s management, led by Chairman Rick Wagoner, was confident that their turnaround strategies would be successful in ensuring the survival of GM. The case helps in comprehending the reasons behind GM''s declining fortunes and the turnaround strategies that Wagoner and his team were devising to ensure the company''s survival. The case provides scope to discuss whether such strategies would ensure GM''s survival.

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Location:
Industry:
Other setting(s):
June 2005

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