Rick Wagoner
Rick Wagoner
George Richard "Rick" Wagoner, Jr.is an American businessman and former Chairman and Chief Executive Officer of General Motors. Wagoner resigned as Chairman and CEO at General Motors on March 29, 2009, at the request of the White House. The latter part of Wagoner's tenure as CEO of General Motors found him under heavy criticism as the market valuation of GM went down by more than 90% and the company lost more than $82 billion USD. This led to his being...
NationalityAmerican
ProfessionBusinessman
Date of Birth9 February 1953
CountryUnited States of America
closely confidence consumer determine economic effect last monitor outlook prepared production resilient somewhat soon vehicle
While vehicle deliveries were somewhat resilient last week, it is too soon to determine the effect on consumer confidence, ... We will closely monitor the economic outlook and will be prepared to make appropriate production adjustments.
avoid disagree disruption expects gm honor might public step
We disagree with Delphi?s approach, but we anticipated that this step might be taken. GM expects Delphi to honor its public commitments to avoid any disruption to GM operations.
buying car commitment expect financial impact massive
When you're buying a car it's a very different thing. It's a massive financial commitment. You expect to own it for a long time, and (bankruptcy) is something that's going to have an impact in the consumer's mind.
elements four north pleased progress quarter results turnaround
We're pleased to see the significant progress in our first quarter results and in the implementation of all four elements of our North American turnaround plan.
business highlights model products profit reliance weaknesses
This really highlights one of the weaknesses of our business model is too much reliance on those products (large SUVs and pickups) for profit and not enough profitability from those other products,
additional change dramatic financial global improve industry reduce requires risk ways
We are confronting a dramatic change in our industry and in the global competitive environment, and that requires us to look for additional ways to reduce financial risk and improve our competitiveness for the long term.
assemble build fill finished pickup production products rather sell ship
We've been able to use NAFTA. We import a lot more products to fill niches. We don't have to assemble them locally. We've consolidated a lot around pickup trucks. Rather than build everything to sell in Mexico, you can ship finished products back and forth. You get the production efficiencies of scale.
again among days decide decided expect forms interest next others ready step terms time various work
We're going to take some time here, think in terms of 30 to 60 days, to step back and decide the next step in this journey, ... There's interest among others for various forms of transactions. So we'll have options. We just haven't decided yet what makes the most sense for GM. In 30 to 60 days we'll be ready to try again with something that we expect will work this time.
capacity element excess granted longer position productive strong
We no longer take it for granted that we can't be the most productive manufacturer. That's the way it used to be in the 1950s and l960s. We need to get back to that, as one element of a strong position in this excess capacity world that we're going to be in.
addressing chronic move quickly
We've got to move more quickly in addressing these challenging, chronic structural-cost issues,
expect further improved progress results
We expect to see improved results in 2006 and further progress in 2007.
address care elected health levels national officials proactive role state strategies welcome
We would welcome a more proactive role from elected officials at the national and state levels in broad-based strategies to address the U.S. health care crisis.
although eater education good
There are some things that I like, like education, wine, and I'd like to be a good cook, although I'm a pretty good eater now.
architecture bob cars critical devote efforts energies felt full future global gm legacy needed ongoing product
With the ongoing globalization of GM's product development organization, and the implementation of our global architecture strategy, Bob felt he needed to devote his efforts to product development full time, and I agreed, ... Bob's legacy at GM will be in our future cars and trucks. It makes sense for him to devote his full energies to that critical task.