Jim Dollinger's Plan for a Return to Greatness

[Buickman]

[quote=LAMRONH;1437061]

As I've said numerous times, the most critical shortage and crisis the USA has today is the utter lack of strong, smart, principled leadership at the top.
Top brass don't like innovation, they don't like upstarts, they cannot deal with creativity, they have no balls, and come to them too often with new ideas and you'll find yourself promoted to a basement office a few miles down the road.
...truer words never spoken. part of the problem is they got where they are by doing what it took to get them there and they are not about to change. worse, there is a kiind of corporate inbreeding that self generates more of the same. vicious cycle eh?


One other change should be commission-based pay for the BoD and top brass.
Base salary of 30 grand, a percentage of GM's profits on top of that to bring them up to the level of the elites they think they are.
If they get sick of bologna sandwiches, they might consider changing the way they do business.

As it is, they don't feel the consequences of their decisions and actions, so doing things half-arsed is not a problem.
...love it. a concept who's time has come at General Motors, Pay for Performance. for me it's the only way to fly. just think what another million units sold in the US would do for us. as we learned form Donaldson Brown, once we get past standard volume (the point at which fixed is covered) the bottom line swells largely and rapidly.

[Buickman]

Originally Posted by Rick_VT

I can full agree with this one, i have a 97 VT Holden Commodore with the 3800 ecotech, my $300 160,000 service became $550 with a few "extras" that were needed, not bein very mechanical i agreed cause i love this car and want it to last me a while but hate to think they do it just to increase there own profits and not for the benefit of my car or look after me as a valued customer

very good idea having shop manuals etc readily available. few would likely be interested in obtaining them but just knowing that they are available would show genuine concern for the customer.

[Buickman]

[quote=2002 Caddy;1437116]Its even more aggravating when you note that this plan has been around for at least 5 years.
...no one has been more frustrated than me, sitting here knowing it would work and save money.

Keep in mind that you can fix a service problem fairly quickly... In months... maybe even weeks... Product takes time... Years... at GM even Decades

We need to do something RIGHT NOW.
...Return to Greatness does exactly that. my prediction is if properly implemeted we would gain 5 points of share within 6 months and do it spending a lot less money. rmember if your marketing doesn't bring you back more than what it costs, it sucks.


I find it also interesting that many are congratulating Buickman for his new tone... To me, I don't think that his tone is different at all... The return to greatness plan has existed on his web site for years... I know, I read it in its entirety at least 2 years ago.. (even downloaded the Power point presentation that goes with it).
...my desire to help GM has been constant. I have always disliked the negativity being aired in public. just felt it necessary to make people aware of the incompetence and hopefully bring change from the outside in. waterfalls begin as raindrops, sense a river forming.

It is INCREDIBLY frustrating that of the 20 ideas over half could be done with ZERO cost to the company.
...which does make one wonder why they aren't listening?

[Buickman]

[quote=Inchworm;1437252]I think its great that Jim's Prozac prescription has finally been filled.
...made me laugh quite heartily, good one.

[Buickman]

Originally Posted by Hitman1970

In Buickman's defense on his lack of criticism for current products, he is actually responsible for selling these current vehicles. If any of his internet posts contain criticism of the very products he must sell, this will get back to his internet-smart customers. He will then have to overcome his own criticism's to make a sale. Not good business.

plus I really do belive we have good products. if we simplified the incentive game, our salespeople would have more time for increasing their product knowledge and actually selling. we'd even be able to focus on basic things liek presentations/demonstrations and have time for prospecting/follow up. funny thing how those activities do result in more sales.

[Buickman]

[quote=paul8488;1437549]

I think that it's so interesting that after months of people going on about how crazy Buickman was, the one time you post something straightforward and rational you get a post full of people responding positively to you!
...might also be due to the dire straights we find ourselves in. investors and enthusiasts are looking for answers, more common when times are tough. lets' face it we all pretty much know what GM's problems are. what we need is to **** workable answers with a high probability of accomplishment.

[Buickman]

Originally Posted by 01cavalier

I love seeing none of the hatred/anger toward certain individuals in GM management, no matter who it is. This type of discussion already seems much more productive than any of the bickering I have seen and avoided in the past. I like finally being able to read a good part of the plan, all of the points posted make sense and should be fairly easy to implement, though some really require dealer cooperation, which could cause some problems if dealers are resistant to change. There are a few points I have thoughts on:

I LOVE step 3, when I worked in GM customer assistance rebates and their constant changes was a huge issue and led to many unhappy customers when they bought thinking they were getting a good rebate to only have it change a few days later.

Step 9 is also great, anything that GM does to help management understand the daily operations has a significant impact on business operations. I have seen this in the past with GM’s customer service, though now it is more difficult since a lot of it is no longer in the U.S. Also if GM has stopped doing this, it would do a lot of good to start it back up.

Step 11 is also a great idea, as long as there is GM merchandise that is reasonably priced. It might be a good idea to make it valid at the dealer, that way as long as the experience is positive then they will be more likely to return to the dealer for service, accessories, warranty work and future car/truck purchases.

Step 12, it would work great, though I’d also suggest GM have future models at every car show possible instead of old concepts that people know they will never see in the dealership. That can help build excitement at the more local auto shows.

Step 19 is a great solution to another GM customer assistance problem, not having a clue about where a vehicle is in production or delivery to the dealer. A customer being able to be updated without having to call GM and just be referred back to the dealer would go a long way.

Step 20 is also great, GM does have a lot of people who are truly excited about the product and understand not only the vehicles, but specific features which can be great selling points. I’ve seen these people in action, and also comparing features and/or vehicles to the competition. I have never seen this at a dealership, though saw it a number of times at customer assistance.

thanks for the reinforcement. it's by meeting and communicating with informed people like you that has brought this plan together. it's built upon real world situations and events. that's part of the charm, as many understand the point from first hand experience. hence the "gee that makes sense".

[Buickman]

[quote=Ming;1437647]Touché.

Of course, one could find a way to spin it positive, by focusing on the best product and saying - more of THIS kind of car, please?

I recall Buickman posting that he thought the Rendezvous should have lived longer - that it was a good vehicle with attractive incentives that people came to him asking for. And they got rid of it for the much pricier Enclave, leaving a segment of Buick customers out in the cold.

I agree -- I actually wanted one for my wife, (except for the frou-frou French Bistro name and Fisher-Price dash w/outdated radio unit). The 3rd row, the modern styling on the outside ---- it was a great crossover for the money, especially after they gave it the 3500 V6 upgrade (from 3400).

...crossovers are a hot segment and the Rendezvous would have been the perfect switch vehicle from Enclave. when the E is in short supply or too expensive, the R becomes doable and we get another sale. instead we are pushing returning lessees out the door. some move to Vue, some Impala, many to the competition.

[Hitman1970]

Originally Posted by Buickman

plus I really do belive we have good products. if we simplified the incentive game, our salespeople would have more time for increasing their product knowledge and actually selling. we'd even be able to focus on basic things liek presentations/demonstrations and have time for prospecting/follow up. funny thing how those activities do result in more sales.

I hope the rest of the 72 hour event goes well for you.

I concur with with your assessment of current good products or I would not have plunked down $30,878 for my 2006 LaCrosse CXS (everything except stability control). This was my first vehicle with ABS.

Also, I spent a good twenty hours or so reading up on the American car buying process and negotiated through the entire sales and F&I process. Amazing, how they always put those distractingly attractive ladies in F&I.
I got smart on the game and came out with a deal I felt was good for both the dealer and myself.

I think too many people feel too much pressure and anxiety over the current process and somehow it should be changed to make it better for the customer and dealership.

Do not know if that means becoming more like Saturn or not. I wish it meant that the perceptions were turned around where customers valued the domestics vehicles at or very near MSRP.

As for the confusing incentives as a military member with a professional spouse who has discounts through her company, the wargaming of straight off the street negotiation, GM card, military discount or Walgreens discount is kind of goofy. Wish there was a simpler way of knowing what the best deal was.

[SierraGS]

Originally Posted by Buickman

...crossovers are a hot segment and the Rendezvous would have been the perfect switch vehicle from Enclave. when the E is in short supply or too expensive, the R becomes doable and we get another sale. instead we are pushing returning lessees out the door. some move to Vue, some Impala, many to the competition.

Glad you posted this, too many GMI members get caught up in technology and the need to have every GM product filled with the latest "thing" from DOHC, 6 or 8 speed trans, Turbos, etc... but fail to realize most buyers do not put these at the top of the list when it comes to buying a car. In fact most buyers are leary of the "latest" and understand it costs more and if it is not neccessary they would rather save money. So reliable/high MPG OHV engines with smooth shifting 4-speed automatics that save them nearly $2,000 are not only attractive, but the only way they can afford to buy the car they want.

As you point out, dropping the Rendezvous takes away the "last chance" option for a sales rep to make a sale.

Do most buyers want an Enclave? Yes

Can all buyers afford one? No

As you know when Mom, Dad and the kids show up on your lot they are going to buy a car within 48 hours and your job is to make sure they leave your dealership driving a new GM product within the next few hours. There is no time for special orders, dealer trades or "wait till next year". You need a "go to" option and when Mom gives Dad the look that they are on too much car with an Enclave, you need to direct them to something that will fit their needs - NOW.

And if you sell them the new Rendezvous today, in three years you will be selling them the new Enclave they came for today.

Another sale and a great used car for more profit.

[Buickman]

from the Wall Street Journal Wed June 4, 2008:

On Tuesday, Jim Dollinger, a small investor and auto-sales consultant, spotted George Fisher, GM's lead independent director, in the hotel where the shareholder meeting took place. He chided Mr. Fisher for what he characterized as the unwillingness of GM's management to listen to dealers and shareholders.

Mr. Fisher responded that the board would be glad to listen to Mr. Dollinger but did not like his brash approach.

full text at http://online.wsj.com/article/SB121248991309341065.html

my letter to George Fisher:

http://www.daylife.com/search/photos/all/1?q=dollinger
Dear Mr. Fisher,

As per our discussion on June 3 at the Hotel duPont, I am firmly convinced that General Motors’ biggest problem isn’t our accounting irregularities regarding internal controls, nor the failure of our economists to properly forecast the rise in oil prices. I have been preaching for many years now that our downward spiral is due most specifically to the disastrous marketing we present to the public. Not only is it ineffective and costly, but does in fact, do serious damage to our brand portfolio.

Sir, I have decades of experience in automotive retail, including leading the USA 6 times in new Buick deliveries. I have also managed dealerships to tremendous unit increases and outstanding profitability. I have traveled extensively speaking and listening to GM employees, retirees, union leaders, suppliers, and dealers. My plan, years in development, is called “Return to Greatness” and would, upon implementation, immediately impact our level of market share, and do so while significantly saving us marketing dollars.

It is my wish to present this plan before the Board of Directors, as I have grown frustrated by management’s reluctance to even consider testing concepts contained therein. Given the ever declining state of our company and our serious drop in market capitalization combined with Billions in losses, I believe this matter to be of an urgent nature. Time is of the essence.

It was good to see you again in Delaware this year. Hopefully as a result of my presentation to yourself and the other directors, next year’s annual meeting will be one in which we are able to enjoy a pleasant look at the results of our performance.

Sincerely Yours,


James M. Dollinger 5 June 2008

-------
to date, no response, no surprise either.

[Buickman]

Originally Posted by scooter10572

Not to get off the subject but I want too throw in my 2 cents,I have been a flat rate gm tech for about 18 years now and can tell you quality is better in most areas then it was years ago but in some instances problems(known problems) from older vehicle lines are built right into new ones?What sort of engineering is that,engineering for morons?I know that gm has so many problems I could never fix them but I also know when someone has a vehicle then buys a new vehicle and it has the same problems as the last one its not good for reputations of quality.Ive never owned anything but gm and sometimes I wonder why that is?Im very AMERICAN product orientated and would never buy a foriegn piece of ****,but most morons in this country dont see the jobs lost or the people struggling because of foreign products.I believe that one things for sure and thats the old gm aint gonna cut it anymore,its a different ballgame now and the brass had better get their heads out of their asses and rebuild americas greatest auto maker.

there are many, many people across this wonderful country who feel the same way you do. we tend to blame those who buy foreign products, but those who do ususally have a reason. all too often it's been GM giving them that reason. you're 100% right about the "brass" getting it right. that's where it starts and that is who must be held accountable.

[Buickman]

Originally Posted by Hitman1970

If they had put a bolder Enclave like skin and a heavily upgraded interior, it could have made it another life cycle IMO.

not too hard to figure. why didn't they? are they that stupid? when I see all the absolutely ridiculous things GM does, I begin to wonder if they could possibly have some sort of nefarious plan? G3, G5, G6. G8,...Gee Willickers! all the great names gone. all the constantly changing slogans, Buick being starved to death, dumb as can be ads, giving vehicles away while spending tens of millions to do so, the Fiat thing, the Delphi continued liability, and so much more. are they really that stupid?

[Buickman]

Originally Posted by Ming

Heck, I would have been happy with a new HVAC/Radio and improved overlay -- a one-piece fit, with no other interior changes. The radio was also pre-MP3, if memory serves, while most other vehicles, even ones with the old radio style, were getting upgraded to MP3. Yes, my 64 year-old father knows what MP3 files are, and wants an aux-in jack or at least MP3 CD capability in any car he buys (he owns more iPod type devices than I do), so no jokes about old people and MP3s.

To Buick's credit, they did try to fix the problem at least on some trim levels with a wood grain dash-kit type overlay. And they got rid of the awful light beige plastic colors that looked like an old Fisher-Price cassette player.

It also had some kind of....WOW...seat covers with little Buick emblems on them... Pretty sure they got rid of that "unique" styling like the did the Aztek patchwork seat fabric that was tossed into the Sunfire...

Ah, but here I am talking product again in a sales thread.

been paying closer attention to your posts and can see you definitely know your stuff.

[Buickman]

Originally Posted by eaton53

Well, Buickman... it took them how long to come up with the brilliant idea to allow GM points on Saturn? I hollered about this no-brainer for quite awhile before it actually happened.

So, what's your opinion on Saturn pricing? To be frank, it sucks and it's kicking their ass... IMO most people like to deal. If they have to have One Price, put it on the window but let the dealer determine it.

Manufacturer's Suggested Retai Price, exactly what is should be. it's the right of the franchisee to read the market, understand the need for balance between supply and demand, and exercise their best judgement in setting prices to manintain an orderly and profitable distribution. in other words, no predetermined pricing policies by the manufacturer.