Hummer aquisition
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1) General Motors owned the Hummer brand from 1999 but struggled with losses totaling $82 billion from 2005-2008 due to high gas prices and the recession. 2) In 2009, GM filed for bankruptcy and planned to shut down the Hummer brand in 2010. 3) The Chinese company Tengzhong expressed interest in acquiring Hummer but faced challenges including lack of experience in the automotive industry, difficulties obtaining approval from Chinese authorities for overseas investment, and high costs associated with retooling production to meet fuel efficiency standards.
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Hummer acquisition
This document summarizes the history of General Motors, Tengzhong, and the Hummer brand. It outlines GM filing for bankruptcy in 2009 and planning to shut down Hummer. Tengzhong signed an MOU to acquire Hummer but ultimately abandoned the proposal in 2010 due to challenges of acquiring an unprofitable brand outside their industry. The document analyzes reasons for the Hummer deal, challenges Tengzhong faced, and concludes the Chinese government rejected the proposal saving Tengzhong from taking on a failing brand.
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This document summarizes the history of General Motors, Tengzhong, and the Hummer brand. It outlines GM filing for bankruptcy in 2009 and planning to shut down Hummer. Tengzhong signed an MOU to acquire Hummer but ultimately abandoned the proposal in 2010 due to challenges of acquiring an unprofitable brand outside their industry. The document analyzes reasons for the Hummer deal, challenges Tengzhong faced, and concludes the Chinese government rejected the proposal saving Tengzhong from taking on a failing brand.
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General Motors is a major American automaker headquartered in Detroit, Michigan. It produces cars and trucks under brands such as Chevrolet, Buick, GMC and Cadillac. The document discusses GM's Halol plant in Gujarat, India, which GM is shutting down in June 2016 in order to consolidate production at its Talegaon plant in Maharashtra. This will impact the plant's workers, but GM is providing compensation and transferring many employees to the Talegaon facility. The goal is to improve long-term profitability with a larger, more efficient single manufacturing site in India.
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The Indian tyre industry is highly concentrated, with the top 10 companies accounting for over 95% of production. There have been allegations of collusion between major players to fix prices. An investigation by the Competition Commission of India found evidence that companies were not passing on reductions in excise duty to consumers and engaged in parallel pricing. However, the presence of powerful original equipment manufacturers and import competition made sustaining a cartel difficult. The industry faces high barriers to entry and risks from volatile raw material prices.
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MBA 592 Ford Vs. General Motor's Master's Thesis power point
This document compares Ford Motor Company and General Motors. It provides leadership profiles for both companies. It discusses how each company handled the Great Depression and Great Recession. During the Great Depression, Ford introduced a new larger vehicle to compete with GM. During the Great Recession, Ford was the only US automaker to not accept government bailout funds, instead taking on large loans. In contrast, GM and Chrysler both accepted billions in government funds and GM ultimately filed for bankruptcy. The document concludes that Ford is the better company because it never took taxpayer funds and the US government lost money on its bailout of GM.
Gm Marketing Strategy1[1]
General Motors is a global automaker headquartered in Detroit. [1] It aims to be the world leader in transportation through continuous improvements and innovation. [2] GM faces challenges from falling US market share and the economic downturn, but sees opportunities in expanding globally and developing more fuel-efficient vehicles. [3] It uses differentiation across its brands like Cadillac, Chevrolet, and GMC.
Saic Bs
SAIC is China's largest automaker. It has pursued three main strategies for expansion: 1) Consolidating production within China through joint ventures with Volkswagen and GM, increasing annual output. 2) Exploring foreign markets through acquisitions in Europe and exports to other regions. 3) Developing its own branded cars to become more globally competitive independently of its partners. Going forward, SAIC aims to strengthen R&D, production efficiency, and brand promotion to grow further in China and internationally.
Ford and GM A Comparison of 2 Fortune 500 Companies
This document compares Ford Motor Company and General Motors Corporation. It summarizes that through strategic decisions, Ford was able to survive the 2008 economic crisis without government assistance, while GM had to file for bankruptcy and be bailed out by the US and Canadian governments. The document then provides an abstract and introduction to each company, followed by chapters discussing their strategic planning, organizational structure, finances, social responsibility, and innovation approaches. It analyzes why Ford was successful in navigating the crisis while GM was not based on differences in these areas.
Ford Motor Strategic Management
Ford Motor Company is the largest industrial company in US history. Henry Ford founded the company in 1903 and pioneered mass production techniques, including the moving assembly line. By 1924, Ford produced the 10 millionth Model T car. Currently, Ford faces competition from Toyota, GM, Honda, and others but has maintained a strong brand and market share in North America through innovation. Ford aims to deliver profitable growth through its "One Ford" strategy of having one team, plan, and goal.
Why General Motors Went Bankrupt
- General Motors, the iconic American car company and once the third largest in the US, filed for bankruptcy protection - the largest in US history. This could result in 20,000 workers losing their jobs.
- GM struggled with very high labor costs, rising competition, and the recession which reduced sales and profits. It also had huge costs for retired worker benefits that became unsustainable.
- The US government provided $19 billion in aid to keep GM afloat but it still filed for bankruptcy. The government may take a 70% stake in the restructured company in exchange for providing another $30 billion.
Lumos solution
This detailed case analysis explains how General Motors established themselves and chartered its way back to profit.
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- 1. HUMMER AQUISITION BY JAZARUDHEEN.K VASIQUE AHMED RAHUL BAIN SACHIN AGARWAL MAHESH V MUZAMMIL AYOOB
- 2. Introduction General Motors Corp Timeline: (1908): Founded (1932-2007): Market leader in Automobile industry (1999): Bought Hummer brand from AM General (2005-2008): suffered cumulative losses of US$ 82 billion (2008): Gasoline price hike, Global recession and decline in sales (2009): Filed bankruptcy (2010): Plan to shutter Hummer brand
- 3. TENGZHONG Time Line: (2005): Established aft acquiring Sichuan Changdian (1965-2005) (2006-08): Company expansion through acquisitions (2009): Signed MOU with GM for acquiring Hummer brand (2010): Officially abandoned the proposal
- 4. Hummer
- 5. Reasons for Hummer Deal
- 6. Challenges faced by Tengzhong for acquiring Hummer Internal Factors • Manufacturer of construction machinery • Not listed among world’s top 50 vehicles manufacturer External factors • Falling sales of Hummer • Outbound FDI in china requires approval from government (including MOFCOM,NDRC,MIIT and SAFE) • Fuel efficiency regulations by US and China • Lack of funding from banks or from private investors for this deal • Not suited for roads in china • Price hike of fuels • Additional investment of US$ 800 million to US$ 2 Billion to bolster Hummer