The document outlines GM's 2003 Diversity Integrated Business Plan. The plan aims to grow GM's share in diversity markets by 2 percentage points through leveraging assets like products, promotions, communications, culture and dealers. Key elements of the plan include elevating diversity as a business priority, prioritizing diversity markets, synergizing efforts across divisions, and integrating initiatives around common goals. The long term goals are to position GM as the leader in driving diversity through outstanding products, community support, significant marketing spending, a diverse talent environment, and public policy partnerships.

1. 1
Leaders United to Drive Diversity
GM Diversity Immersion Day
Update and 2003 Strategic
Marketing Plans
JGM/RDG
October, 2003

2. 2
2003 Diversity Integrated Business Plan
 Indicates action item from Immersion Day
Immersion Day
Action Plans
Leadership
on
Board
Leveraging Assets
Attract, Retain, Develop
Integration of Plans
Marketing &
Sales Initiatives
Marketing & Communication
Sales Strategies & Dealer Support
Product Design & Eng.
Goal = 2 pt share >
TOTAL
INTEGRATION

3. 3
2003 Diversity Integrated Business Plan
 Indicates action item from Immersion Day
2003 Diversity Objective
Objective:
• Boldly grow GM’s share in the diversity markets, leveraging GM’s product,
promotions, communications, culture, corporate relations and dealer
network strength to contribute to total retail VSSM stretch goals of 29.0%.
Approach:
 Elevate “Diversity” as a specific, mandated GM business priority--equivalent
to “Quality as a Value” by creating an internal awareness and marketing
campaign
• Prioritize diversity markets and activities, focusing resources to deliver
immediate short-term wins, while creating a foundation for long-term brand
building.
• Synergize Divisional, Regional, and COE efforts around common goals for
maximum consumer impact, efficient resource utilization and process
simplification.
• Integrate Diversity Initiatives, Corporate Relations, GMAC, SPO, WWP,
OnStar, Minority/Women’s Dealer Development, XM Radio and Fleet where
applicable for differentiated competitive advantage.

4. 4
2003 Diversity Integrated Business Plan
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Diversity: Long Term Goals
Mission:
• Position GM, the world’s largest company, as the unassailable leader in
driving diversity and growth momentum through:
– Our Products
• GM delivers the widest array of “gotta have” vehicles that appeal to all audiences
through their styling, quality and value
– Our Community
• GM supports myriad grassroots and national organizations that make a difference in
the communities in which we live
– Our Spending
• GM will demonstrate its commitment to diversity by committing significant marketing
dollars to reach these audiences
– Our Environment, Our Talent
• GM creates an environment that naturally enables all to fully contribute; finds and
fosters the best talent, making us the employer of choice for women and diverse
audiences
 GM HR considers the implications of migrating from “minority” to specific diversity
dimension nomenclature; HR rolls out leadership requirement to mentor new hires
Business Impact: Significant incremental business and
revenue gains from an expanded and increasingly diverse
customer base--30% GM share.

5. 5
2003 Diversity Integrated Business Plan
 Indicates action item from Immersion Day
Strategic Anchors
“Breakthrough
Advertising & Spending”
“A Local Focus/Strong
Dealer Integration ”
“Outstanding Product
Experience”
“Communications &
Public Policy
Partnerships”
• Hassle-free, positive product experience for lead brands that compels
purchase and consideration.
• Grass roots events activated from a “one company” perspective
• Blitz marketing efforts in key DMA’s, activating local dealer networks
and leveraging GM’s top 25 “market opportunity”.
• Leadership media weight at local market level.
Increased GM visibility on the national stage, leveraging GM’s top
leadership (GLC) to “mainstream” the diversity effort and message
focus; achieve national recognition for diversity
• Strong coalition building with key internal affinity groups
and external organizations
• Culturally relevant/persuasive advertising that builds off brand
positioning and is supported at breakthrough media weight levels.
“Culture/Leadership Engagement”
Communicate progress in Quarterly Broadcast, regular Strategy Board Updates, QN metric to include
diversity message in All People meetings Broadcast message on diversity
 Regional education session with Rod Gillum and Dan McGinn, February 2003 on importance of diversity
 Consider inclusion of diversity segment in next NASB segment of Global Leadership Conference

6. 6
2003 Diversity Integrated Business Plan
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Next Steps
• Continue plan/resource reconciliation process
 Complete Master Calendar of Events
• Present final integrated plans at Joint Staff Meeting,
11/13
• Provide NASB Update, 12/02
• Initiate monthly Diversity TPM sessions, January, 2003
• Initiate continuous communication program on Diversity

7. 6
2003 Diversity Integrated Business Plan
 Indicates action item from Immersion Day
Next Steps
• Continue plan/resource reconciliation process
 Complete Master Calendar of Events
• Present final integrated plans at Joint Staff Meeting,
11/13
• Provide NASB Update, 12/02
• Initiate monthly Diversity TPM sessions, January, 2003
• Initiate continuous communication program on Diversity