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CREATIVE INDIANS
R. K. LAXMAN
Rasipuram Krishnaswamy Laxman (b. 1923) was born in Mysore and graduated from the University of Mysore. He is the youngest brother of R. K. Narayan, one of India’s most
well-known novelists.
R. K. Laxman is the first name that comes to mind when one speaks of India’s best cartoonists. His earliest work was for newspapers and magazines such as Swarajya and Blitz, and as the illustrator for his brother’s stories. His first full-time job was as a political cartoonist for the Free Press Journal. He later joined the The Times of India, beginning a career that has spanned for over fifty years.
His comic creation of the Common Man, representative of the hapless citizenry of India, has achieved iconic status, being commemorated in stamps and statues. He has also written several short stories, but his fame as a cartoonist eclipses that facet of his creativity.
R. K. Laxman won the Ramon Magsaysay Award for excellence in journalism in 1984.
WORKS
The Eloquent Brush: A Selection of Cartoons from Nehru to Rajiv 50 Years of Independence through the eyes of R.K.Laxman
The Best of Laxman series
Hotel Riviera
The Messenger
Servants of India
The Tunnel of Time
R. K. LaxmanRasipuram Krishnaswamy Iyer Laxman[1] born 24 October 1921[2], Mysore, India) is an Indian cartoonist,
illustrator, and humorist. He is widely regarded as India's greatest-ever cartoonist[3] and is best known for
his creation The Common Man.
Birth and childhood
R. K. Laxman was born in Mysore, in a Tamil Iyer family.[1] His father was a headmaster and Laxman was
the youngest of six sons.[4] One of his siblings is R.K. Narayan, English language novelist.
Laxman was engrossed by the illustrations in magazines such as Strand
Magazine, Punch,Bystander, Wide World and Tit-Bits, even before he could read.[5] Soon he was drawing
on his own, on the floors, walls and doors of his house and doodling caricatures of his teachers at school;
praised by a teacher for his drawing of a peepal leaf, he began to think of himself as an artist in the making.
[6]Another early influence on Laxman were the cartoons of the world-renowned British cartoonist, Sir David
Low (whose signature he misread as "cow" for a long time) that appeared now and then in The Hindu.
[7] Laxman notes in his autobiography, The Tunnel of Time:
“ I drew objects that caught my eye outside the window of my room - the dry twigs, leaves and lizard-like creatures crawling about, the servant chopping firewood and, of course, and number of crows in various postures on the rooftops of the buildings opposite
”Laxman was the captain of his local "Rough and Tough and Jolly" cricket team and his antics inspired the
stories "Dodu the money maker" and "The Regal Cricket Club" written by his brother, Narayan.[9]Laxman's
idyllic childhood was shaken for a while when his father suffered a paralytic stroke and died around a year
later, but the elders at home bore most of the increased responsibility, while Laxman continued with his
schooling.[10]
After high school, Laxman applied to the JJ School of Arts, Bombay hoping to concentrate on his lifelong
interests of drawing and painting, but the dean of the school wrote to him that his drawings lacked, "the
kind of talent to qualify for enrollment in our institution as a student", and refused admission.[11] He finally
graduated with a Bachelor of Arts from the University of Mysore. In the meantime he continued his
freelance artistic activities and contributed cartoons to Swarajya and an animated film based on the
mythological character, Narada.[12]
Career
Beginning
Laxman's earliest work was for newspapers and magazines such as Swarajya and Blitz. While still at
the Maharaja College of Mysore, he began to illustrate his elder brother R K Narayan's stories in The
Hindu, and he drew political cartoons for the local newspapers and for the Swatantra. Laxman also drew
cartoons, for the Kannada humour magazine, Koravanji. Incidentally, Koravanji was founded in 1942 by Dr
M Shivaram who was a allopath and had a clinic around Majestic area in Bangalore. He started this
monthly magazine, dedicating it to hilarious/satirical articles and cartoons. Dr Shivaram himself was an
eminent humourist in Kannada. He encouraged Laxman quite a lot. He held a summer job at the Gemini
Studios, Madras. His first full-time job was as a political cartoonist for the The Free Press
Journal in Mumbai, Bal Thackeray, was his colleague. Laxman later joined The Times of India, beginning a
career that has spanned for over fifty years.
]Other creations
Among his other works, Laxman is known for his distinctive illustrations in several books, most notably for
the Malgudi stories written by his elder brother R.K. Narayan, which was later made as a serial directed
by Shankar Nag. He also created a popular mascot for the Asian Paints group calledGattu. Laxman has
also penned a few novels. His cartoons have appeared in Hindi films such as Mr. and Mrs. 55 and a Tamil
Film "KAMARAJ".
Personal life
He was first married to Bharatanatyam dancer and movie actress Kamala Laxman (also known before
marriage as Baby Kamala and Kumari Kamala). After a divorce, he married again and his second wife's (a
children's book writer) name was also Kamala. He lives both in Mumbai and Pune. In a cartoon series
named "The star I never met" in film magazine Filmfare he painted a cartoon of Kamala Laxman, with the
title "The star I only met!".
In September 2003, Laxman was affected by a stroke which left him paralysed on his left side. He has
partly recovered from its effects. On the evening of 20 June 2010, Laxman was admitted to Breach Candy
Hospital in Mumbai after being transported by an air ambulance from Pune. His condition was said to be
stable.[14]
[edit]Awards
B.D. Goenka Award - The Indian Express
Durga Ratan Gold Medal - Hindustan Times
Padma Bhushan - Govt. of India
Padma Vibhushan - Govt. of India
Ramon Magsaysay Award for Journalism, Literature and Creative Communication Arts - 1984
Lifetime Achievement Award for Journalism - CNN IBN TV18, 29 January 2008.
[edit]Bibliography
The Eloquent Brush: A Selection of Cartoons from Nehru to Rajiv
50 Years of Independence through the eyes of R.K.Laxman
The Best of Laxman series
Hotel Riviera
The Messenger
Servants of India
The Tunnel of Time (autobiography)
His autobiography Lakshmanrekha is published in Marathi.
The Reel World [cartoons]published by Marwah Studios
Brushing Up The Years- A Cartoonist's History of India- 1947 to the Present- Penguin Books
Multi-media
India Through The Eyes of R. K. Laxman - Then To Now (CD-ROM).
Laxman Rekhas-A TOI Publication
Walt Disney, Biography
Try to imagine a world without Walt Disney. A world without his magic, whimsy, and optimism. Walt Disney transformed the entertainment industry, into what we know today. He pioneered the fields of animation, and found new ways to teach, and educate.
Walt's optimism came from his unique ability to see the entire picture. His views and visions, came from the fond memory of yesteryear, and persistence for the future. Walt loved history. As a result of this, he didn't give technology to us piece by piece, he connected it to his ongoing mission of making life more enjoyable, and fun. Walt was our bridge from the past to the future.
During his 43-year Hollywood career, which spanned the development of the motion picture industry as a modern American art, Walter Elias Disney established himself and his innovations as a genuine part of Americana.
A pioneer and innovator, and the possessor of one of the most fertile and unique imaginations the world has ever known. Walt Disney could take the dreams of America, and make them come true. He was a creator, a imaginative, and aesthetic person. Even thirty years after his death, we still continue to grasp his ideas, and his creations, remembering him for everything he's done for us.
Walt Disney in his office © Disney
Walter Elias Disney was born on December 5, 1901 in Chicago Illinois, to his father, Elias Disney, an Irish-Canadian, and his mother, Flora Call Disney, who was of German-American descent. Walt was one of five children, four boys and a girl.
Later, after Walt's birth, the Disney family moved to Marceline, Missouri. Walt lived out most of his childhood here. Walt had a very early interest in drawing, and art. When he was seven years old, he sold small sketches, and drawings to nearby neighbors. Instead of doing his school work Walt doodled pictures of animals, and nature. His knack for creating enduring art forms took shape when he talked his sister, Ruth, into helping him paint the side of the family's house with tar.
Close to the Disney family farm, there were Santa Fe Railroad tracks that crossed the countryside. Often Walt would put his ear against the tracks, to listen for approaching trains. Walt's uncle, Mike Martin, was a train engineer who worked the route between Fort Madison, Iowa, and Marceline. Walt later worked a summer job with the railroad, selling newspapers, popcorn, and sodas to travelers.
During his life Walt would often try to recapture the freedom he felt when aboard those trains, by building his own miniature train set. Then building a 1/8-scale backyard railroad, the CarolwoodPacific or Lilly Bell.
Besides his other interests, Walt attended McKinley High School in Chicago. There, Disney divided his attention between drawing and photography, and contributing to the school paper. At night he attended the Academy of Fine Arts, to better his drawing abilities.
Walt discovered his first movie house on Marceline's Main Street. There he saw a dramatic black-and-white recreation of the crucifixion and resurrection of Christ.
During these "carefree years" of country living young Walt began to love, and appreciate nature and wildlife, and family and community, which were a large part of agrarian living. Though his father could be quite stern, and often there was little money, Walt was encouraged by his mother, and older brother, Roy.
Even after the Disney family moved to Kansas City, Walt continued to develop and flourish in his talent for artistic drawing. Besides drawing, Walt had picked up a knack for acting and performing. At school he began to entertain his friends by
imitating his silent screen hero, Charlie Chaplin. At his teachers invitation, Walt would tell his classmates stories, while illustrating on the chalk board. Later on, against his fathers permission, Walt would sneak out of the house at night to perform comical skits at local theaters.
During the fall of 1918, Disney attempted to enlist for military service. Rejected because he was under age, only sixteen years old at the time. Instead, Walt joined the Red Cross and was sent overseas to France, where he spent a year driving an ambulance and chauffeuring Red Cross officials. His ambulance was covered from stem to stern, not with stock camouflage, but with Disney cartoons.
Once he returned from France, he wanted to pursue a career in commercial art, which soon lead to his experiments in animation. He began producing short animated films for local businesses, in Kansas City. By the time Walt had started to create The Alice Comedies, which was about a real girl and her adventures in an animated world, Walt ran out of money, and his company Laugh-O-Grams went bankrupted. Instead of giving up, Walt packed his suitcase and with his unfinished print of The Alice Comedies in hand, headed for Hollywood to start a new business. He was not yet twenty-two.
The early flop of The Alice Comedies inoculated Walt against fear of failure; he had risked it all three or four times in his life. Walt's brother, Roy O. Disney, was already in California, with an immense amount of sympathy and encouragement, and $250. Pooling their resources, they borrowed an additional $500, and set up shop in their uncle's garage. Soon, they received an order from New York for the first Alice in Cartoonland(The Alice Comedies) featurette, and the brothers expanded their production operation to the rear of a Hollywood real estate office. It was Walt's enthusiasm and faith in himself, and others, that took him straight to the top of Hollywood society.
Although, Walt wasn't the typical Hollywood mogul. Instead of socializing with the "who's who" of the Hollywood entertainment industry, he would stay home and have dinner with his wife, Lillian, and his daughters, Diane and Sharon. In fact, socializing was a bit boring to Walt Disney. Usually he would dominate a conversation, and hold listeners spellbound as he described his latest dreams or ventures. The people that where close to Walt were those who lived with him, and his ideas, or both.
On July 13, 1925, Walt married one of his first employees, Lillian Bounds, in Lewiston, Idaho. Later on they would be blessed with two daughters, Diane and Sharon . Three years after Walt and Lilly wed, Walt created a new animated character, Mickey Mouse.
His talents were first used in a silent cartoon entitled Plane Crazy. However, before the cartoon could be released, sound was introduced upon the motion picture industry. Thus, Mickey Mouse made his
screen debut in Steamboat Willie, the world's first synchronized sound cartoon, which premiered at the Colony Theater in New York on November 18, 1928.
Walt's drive to perfect the art of animation was endless. Technicolor was introduced to animation during the production of his Silly Symphonies Cartoon Features. Walt Disney held the patent for Technicolor for two years, allowing him to make the only color cartoons. In 1932, the production entitled Flowers and Trees won Walt the first of his studio's Academy Awards. In 1937, he released The Old Mill, the first short subject to utilize the multi-plane camera technique.
On December 21, 1937, Snow White and the Seven Dwarfs, the first full-length animated musical feature, premiered at the Carthay Theater in Los Angeles. The film produced at the unheard cost of $1,499,000 during the depths of the Depression, the film is still considered one of the great feats and imperishable monuments of the motion picture industry. During the next five years, Walt Disney Studios completed other full-length animated classics such asPinocchio, Fantasia, Dumbo, and Bambi.
Walt rarely showed emotion, though he did have a temper that would blow over as it blew up. At home, he was affectionate and understanding. He gave love by being interested, involved, and always there for his family and friends. Walt's daughter, Diane Disney Miller, once said:
Daddy never missed a father's function no matter how I discounted it. I'd say,"Oh, Daddy, you don't need to come. It's just some stupid thing." But he'd always be there, on time.
Probably the most painful time of Walt's private life, was the accidental death of his mother in 1938. After the great success ofSnow White and the Seven Dwarfs, Walt and Roy bought their parents, Elias and Flora Disney, a home close to the studios. Less than a month later Flora died of asphyxiation caused by a faulty furnace in the new home. The terrible guilt of this haunted Walt for the rest of his life.
In 1940, construction was completed on the Burbank Studio, and Disney's staff swelled to more than 1,000 artists, animators, story men, and technicians. Although, because of World War II 94 percent of the Disney facilities were engaged in special government work, including the production of training and propaganda films for the armed services, as well as health films which are still shown through-out the world by the U.S. State Department. The remainder of his
efforts were devoted to the production of comedy short subjects, deemed highly essential to civilian and military morale.
Disney's 1945 feature, the musical The Three Caballeros, combined live action with the cartoon animation, a process he used successfully in such other features as Song of the South and the highly acclaimed Mary Poppins. In all, more than 100 features were produced by his studio.
Walt's inquisitive mind and keen sense for education through entertainment resulted in the award-winning True-Life Adventure series. Through such films as The Living Desert, The Vanishing Prairie, The African Lion, and White Wilderness, Disney brought fascinating insights into the world of wild animals and taught the importance of conserving our nation's outdoor heritage.
Walt Disney's dream of a clean, and organized amusement park, came true, as Disneyland Park opened in 1955. As a fabulous $17-million magic kingdom, soon had increased its investment tenfold, and by the beginning of its second quarter-century, had entertained more than 200 million people, including presidents, kings and queens, and royalty from all over the globe.
A pioneer in the field of television programming, Disney began television production in 1954, and was among the first to present full-color programming with his Wonderful World of Color in 1961. The Mickey Mouse Club was a popular favorite in the 1950s.But that was only the beginning. In 1965, Walt Disney turned his attention toward the problem of improving the quality of urban life in America. He personally directed the design of an Experimental Prototype Community of Tomorrow (EPCOT). It was planned as a living showcase for the creativity of American industry. Disney said this about EPCOT:
I don't believe there is a challenge anywhere in the world that is more important to people everywhere than finding the solutions to the problems of our cities. But where do we begin? Well, we're convinced we must start with the public need. And the need is not just for curing the old ills of old cities. We think the need is for starting from scratch on virgin land and building a community that will become a prototype for the future.
Thus, Disney directed the purchase of 43 square miles of virgin land--twice the size of Manhattan Island--in the center of the state of Florida. Here, he master planned a whole new "Disney world" of entertainment to include a new amusement theme park, motel-hotel resort vacation center, and his Experimental Prototype Community of Tomorrow. After more than seven years of master planning and preparation, including 52 months of actual construction, the Walt Disney World Resort, including the Magic Kingdom Park, opened to the public as scheduled on October 1, 1971. EPCOT Center opened October 1, 1982, and on May 1, 1989, the Disney-MGM Studios Theme Park opened.
A few years prior to his death on December 15, 1966, Walt Disney took a deep interest in the establishment of California Institute of the Arts, a college-level professional school of all the creative and performing arts. CalArts, Walt once said, "It's the principal thing I hope to leave when I move on to greener pastures. If I can help provide a place to develop the talent of the future, I think I will have accomplished something."
The California Institute of the Arts was founded in 1961 with the combination of two schools, the Los Angeles Conservatory of Music and the Chouinard Art Institute. The campus is located in the city of Valencia, 32 miles northeast of downtown Los Angeles. Walt Disney conceived the new school as a place where all the performing and creative arts would be taught under one roof in a "community of the arts" as a completely new approach to professional arts training.
Walt Disney is a legend; a folk hero of the 20th century. His worldwide popularity was based upon the ideals which his name represents: imagination, optimism, creation, and self-made success in the American tradition. Walt Disney did more to touch the hearts, minds, and emotions of millions of Americans than any other person in the past century. Through his work he brought joy, happiness, and a universal means of communication to the people of every nation. He brought us closer to the future, while telling us of the past, it is certain, that there will never be such as great a man, as Walt Disney.
Subroto Roy ProfileAchievement: Chairman of the Sahara Group
Subroto Roy, is the head of the $10bn (£5.5bn) Sahara Group. Sahara Group has interests in banking, aviation, media and housing.
Subroto Roy began his journey in 1978, when he founded Sahara in 1978 with three workers in the northern state of Uttar Pradesh as a
small deposits para-banking business. Today, the group has diversified into a giant business conglomerate with interests in housing, entertainment, media and aviation.
Sahara Group presently runs a private airline, entertainment and news television channels, a newspaper, and claims to own some 33,000 acres of real estate across India. It also sponsors the Indian cricket and hockey teams and intends to move into life insurance, housing finance, consumer products, sportswear, and healthcare.
Sahara Group has come up with one of the most prestigious real estate projects in India, namely Amby Valley Project. The project boasts some of the biggest name in Indian entertainment and sports arena as well as some former international Olympic medal winners as its brand ambassadors. Sahara Airline was recently in news for its merger with Jet Airlines. But the deal fell through.
Sahara Group has a huge complex in Lucknow, Uttar Pradesh. The complex is known as Sahara City. Subrato Roy is famous for his flamboyant lifestyle. The wedding of his two sons became talk of the town. The who's who of Indian elite attended it and its expenditure ran into hundreds of crores. Subroto Roy calls himself as the group's "chief guardian".
Subroto Roy BiographyBasic information
Subrato Roy Sahara is an Indian businessman who was born on 10 June 1948 at Araria (40 km. north to
Poornia, Bihar). He is the chairman and Managing Worker of the Sahara Group of companies based in India
fondly known as the “Sahara India Pariwar”.
Family
He is the son of Smt. Chhavi & Late Shri Sudhir Chandra Roy. He is married to Swapna Roy who is the Dy.
Managing Worker (Personnel and welfare). He has 2 sons, Mr Sushanto Roy who is the Executive Director and
Chief Executive Officer of the Company and Mr Seemanto Roy who is the Executive Director of the Company.
Growing up
He was born in an upper middle class family. As a child he was always a bright student and went on to hold a
diploma in Mechanical Engineering from the Government Technical Institute, Gorakhpur.
Before he founded the Sahara Group, he had already gathered 32 years of precious experience in business
development along with 18 years of experience in real estate business.
The Beginning
As the Managing Worker & Chairman of Sahara India Pariwar, Shri Subroto Roy Sahara started his stupendous
journey with a vision backed by the belief that “emotion is the key to success”.
In the year 1978, he opened a small office in Gorakhpur (Uttar Pradesh). He started with savings of Rs. 2000 and
a Lambretta scooter. His office consisted of a table and two chairs and a staff of one clerk and a runner boy.
Initially he single handedly took up the business of Deposits and Para - banking.
In a span of just 29 years, the Sahara India Pariwar has grown from just 42 depositors in all and a single
establishment in the beginning to over 6.1 crore depositors through 1707 establishments, across the nation. He
has created an empire of over Rs.50,000 crore which is now recognized as one of the fastest growing business
groups in the country.
Throughout Subroto Roy's life, his aim was to create a family and not just a company. The fact that he always
considered his position as that of "The Chief Guardian" of the ‘World's Largest Family’ - Sahara India Pariwar is
the biggest achievement of his life.
Achievements
He was the main driving force behind the exponential growth of Sahara Group from an asset base of USD 43 in
1978 when it was founded to a conglomerate of USD 10.87 billion presently.
Apart from this he has been the recipient of many individual awards :
He has been conferred the ITA – TV Icon of the Year (2007)
He has received the Global Leadership Award (2004)
He was also awarded the Businessman of the Year Award (2002), the Best Industrialist Award
(2002) and the National Citizen Award (2001) for his entrepreneurship skills.
He was also the proud recipient of Karmaveer Samman (1995), Udyamshree (1994), Baba-ERozgar
(1992) and Noble Citizen Award (1986).
He won the Academy Award from Indian Television Academy for his contribution to Indian
Television.
He has been successively featured in the prestigious list of 50 Most Powerful People of India in the
reputed India Today Magazine since 2003.
Sahara Group - Company Profile
Today, Sahara group is worth over $10 billion and is the largest first generation conglomerate of India. The
Sahara Group was termed by the Time magazine as ‘the second largest employer in India after the Indian
Railways’.
The group is successfully diversified into Infrastructure and Housing (real state), Media (news
channels and news-paper), Entertainment (TV channels and film production), Aviation.
It intends to move into Finance, Information Technology, Tourism and Hospitality, Life Insurance and
Consumer Products, with many projects already in the pipeline.
It also sponsors the Indian Hockey and Cricket team jerseys and other sports equipments.
On March 22, 2010 in the IPL franchisee auction, Sahara group bought the Pune IPL team for Rs.1,
702 crore and named it “Pune Warriors India”.
Recent Projects
The Sahara Group has undertaken a very prestigious and ambitious property project called Aamby
Valley which is a first of its kind Megalopolis spread over more than 10,000 acres. Located in the outskirts
of Mumbai, Aamby Valley City is being developed to be amongst top 5 Destination cities in the world.
Among its other recent projects, the merger of the Sahara Airlines with Jet Airlines created waves
throughout the aviation industry.
Sahara Group has also acquired a huge complex in Lucknow, Uttar Pradesh known as “Sahara
City”.
Promoters and Directors1. Mr. Subrata Roy Sahara - Chairman & Managing Director
2. Mrs. Swapna Roy - Non - Executive Director
3. Mr. Om Prakash Srivastava - Non - Executive Director
4. Mr. Joy Broto Roy - Non - Executive Director
5. Mr. Sushanto Roy - Executive Director and CEO
6. Mr. Seemanto Roy - Executive Director
Independent Directors1. Mr. Amitabha Ghosh - Former Dy. Governor of Reserve Bank of India
2. Mr. Rajeeva Ratna Shah - Retired Indian Administrative Services Official
3. Justice Kamal Narain Singh - Former Chief Justice of India
4. Mr. Madhukar - Former Member of SEBI/Former Banker
5. Mr. D.P. Bagchi - Retired Indian Administrative Services Official
6. Mr. Devi Dayal - Retired Indian Administrative Services Official
Profit SharingThe profit sharing pattern of Sahara Group which symbolizes collective sharing and caring is as follows: 35% of
profit goes towards Company’s Net owned fund, 25% goes towards Social Development activities and 40%
towards the welfare of Kartavyayogi workers.
All Promoters, Shareholders, Directors and Partners are from the workers' rank and have taken an oath through
a notary affidavit in the court of law that neither they nor their family members can ever share the profit or assets
of the company.
Major Obstacle facedSahara India Financial Corporation Limited [SIFO] forms the backbone of the Sahara Group. In 1998-2000 when
RBI laid down rules and guidelines for residuary non-banking companies, more than 40,000 big and small
finance companies shut down, as they could not meet the new RBI norms. SIFO not only survived but also
continued to grow during the fiasco. The group attributes its success to following all rules and guidelines and
practicing strict checks and controls itself.
Virtues and Social ResponsibilitiesApart from founding and scaling up his company to astonishing levels, he has instilled the feelings of oneness
among the workers (so comes the'' SAHARA PARIWAR”) to inculcate the feelings of unity and vibrancy in the
company.
He always kept emotions above economics, principles above profit, values above wealth and
conscience above corporation.
Remarks like:
“We are a family, not just a business organization”.
“We don’t work for a company, we work for ourselves, for the growth of our Pariwar” .
by Sahara chairmans reiterate the above facts.
He has also written 2 philosophical books namely “Shanti, Sukh & Santushti” and “Maan,
Samman, Atmasamman”.
Furthermore, he has pursued a large number of philanthropic endeavors, and his company is
involved in activities like monthly financial assistance to the families of the Martyrs of the Mumbai Nov ’08
terror attack and to the families of Kargil War Martyrs, projects in the fields of rehabilitation of a million
victims of natural disasters and so forth.
ControversyApart from a rumor:
that the rise of Subroto Roy as a property business tycoon is the result of his close association with the leader of
Samajwadi Party - Amar Singh and its founder - Mulayam Singh Yadav, Subroto Roy has led a controversy free
life. Though he was sometimes criticized for his lavish lifestyle.
It was not only his dynamism and will but his ethics which aided him in crossing the hurdles of life. Undoubtedly,
this Roy has succeeded in etching his place within the mentions of Indian Corporate industry.
General MotorsFrom Wikipedia, the free encyclopedia | Improve this page
General Motors Company
Type Public
Traded as NYSE: GM
TSX: GMM.U
Industry Automotive
Predecessor(s) General Motors Corporation
(1908-2009)
Founded September 16, 1908
Founder(s) William C. Durant
Headquarters Renaissance Center
Detroit, Michigan
United States
Number of locations 156 facilities on six continents[1]
Area served Worldwide
Key people Daniel F. Akerson, Chairman and CEO
Products Automobiles
Financial Services
Revenue US$ 150.28 billion (2011)[2]
Operating income US$ 9.287 billion (2011)[2]
Net income US$ 7.585 billion (2011)[2]
Total assets US$ 144.60 billion (2011)[2]
Total equity US$ 38.99 billion (2011)[2]
Employees 207,000 (2012)[1]
Divisions Chevrolet
Buick
Cadillac
GMC
Subsidiaries General Motors India
ACDelco
GM Components Holdings LLC
OnStar
Adam Opel AG
GM Holden Ltd
GM Financial
GM Korea
General Motors do Brasil
Vauxhall Motors
Website www.gm.com
General Motors Company (NYSE: GM,TSX: GMM.U), commonly known as GM, formerly
incorporated (until 2009) as General Motors Corporation, is an
American multinational automotivecorporation headquartered in Detroit, Michigan and the world's largest
automaker, by vehicle unit sales, in 2011.[3]
GM employs 202,000 people[1] and does business in some 157 countries. General Motors produces cars
and trucks in 31 countries, and sells and services these vehicles through the following
divisions/brands: Buick,Cadillac, Chevrolet, GMC, Opel, Vauxhall, and Holden, as well as two joint ventures
in China, Shanghai GMand SAIC-GM-Wuling Automobile. GM's OnStarsubsidiary provides vehicle safety,
security and information services.
The late-2000s financial crisis and late-2000s recessionexacerbated GM's pre-existing financial and
corporate culture problems and pushed the corporation into a period of crisis. Two successive U.S.
presidential administrations wrestled with the question of what role the U.S. government should or should
not play in emergent intervention in the automotive industry, most especially at GM. In December 2008,
U.S. PresidentGeorge W. Bush agreed to a $13.4 billion bailout for General Motors; within months, an
additional $39 billion was added by the Barack Obama administration.[4] The financing came from the $700
billion fund known as theTroubled Asset Relief Program that was intended for financial institutions.[5] Both
presidents have stated that despite counterarguments presented to them in which the creative
destruction of capitalism should be allowed to run its course, they chose intervention for GM in order to
prevent collapse of the North American segment of the automotive industry and the economic sequelae
that it was expected to have throughout the supply chain, such as huge job losses, credit market freezing,
and loss of industrial base. GM emerged from a Chapter 11 reorganization in 2009, with an initial public
offering that was one of the world's top 5 largest IPOs to date. GM has returned to profitability, even posting
a record annual profit in 2011, although its economic impact and surroundings are different[6] from those
in the era when GM was by many measures the largest and most important corporation on
earth.
Contents
[hide]
1 Corporate governance
o 1.1 Recent results
2 World presence
o 2.1 North America
o 2.2 Asia
o 2.3 Africa
3 Racing heritage
4 Research and development
5 Small car sales
6 Environmental initiatives
o 6.1 Hybrid electric vehicles
o 6.2 All-electric vehicles
o 6.3 Battery packs for electric vehicles
o 6.4 Hydrogen initiative
o 6.5 Flexible-fuel vehicles
7 History
o 7.1 Chapter 11 reorganization
8 Brand reorganization
o 8.1 Discontinued brands
o 8.2 Former subsidiaries
o 8.3 Former affiliates
o 8.4 Spin-offs
9 Philanthropy
o 9.1 General Motors Foundation
10 See also
o 10.1 People
o 10.2 Industry associations
o 10.3 Competitions
o 10.4 Lists
o 10.5 Category
11 References
12 Books cited
13 Further reading
14 External links
[edit]Corporate governance
Based on global sales, General Motors is currently the no. 1 automaker. Headquartered at theRenaissance
Center in Detroit, GM employs approximately 202,000 people around the world. In 2009, General Motors
sold 6.5 million cars and trucks globally. General Motors' recent growth has been in the People's Republic
of China, where its sales rose 66.9 percent in 2009, selling 1,830,000 vehicles and accounting for 13.4
percent of the market.[7]
On July 23, 2009, GM announced its new Board of Directors:Dan
Akerson, David Bonderman, Robert D. Krebs, Patricia F. Russo and Ed
Whitacre (GM Chairman and Interim Chief Executive Officer). Board
members who are not GM employees will be paid US$200,000
annually.[16]
Executive management:[17]
Daniel Akerson – Chief Executive Officer & Chairman of the
Board of Directors
Daniel Ammann – Chief Financial Officer
Thomas G. Stephens – Vice Chairman, Global Chief
Technology Officer
Mark Reuss – President, GM North America
Karl-Friedrich Stracke [18] – President, GM Europe; CEO,Adam
Opel AG
Timothy E. Lee – President, GM International Operations (Asia-
Pacific, Latin America, Africa, and Middle East)
Mary Barra – Senior Vice President of Global Product
Development[19]
Edward T. Welburn – Vice President of Global Design for GM[20]
As part of the company's advertising, Ed Whitacre announced the company's 60-day money-back
guarantee and repayment of $6.7 billion loan from government ahead of schedule.[21] On August 12, 2010
GM announced that Whitacre would relinquish the CEO position effective September 1, 2010 and that of
Chairman of the Board at the end of the year, to be replaced in those functions by current board member
Dan Akerson.[22] From June 2009 to March 2011, the company had three chief executive officers and three
chief financial officers.[23]
[edit]Recent results
The company has reported annual profits since 2010. It can carry forward previous losses to reduce tax
liability on future earnings. It earned $4.7 billion in 2010. The Wall Street Journal estimated the tax break,
including credits for costs related to pensions and other expenses can be worth as much as $45 billion over
the next 20 years.[24]
Top 3 Automakers Global, 2010
Calendar Year U.S. sales Chg/yr.
1998[8] 4,603,991
1999 5,017,150 9.0%
2000[9] 4,953,163 1.3%
2001 4,904,015 1.0%
2002 4,858,705 0.9%
2003 4,756,403 2.1%
2004[10] 4,707,416 1.0%
2005 4,517,730 4.0%
2006[11] 4,124,645 8.7%
2007 3,866,620 6.3%
2008[12] 2,980,688 22.9%
2009[13] 2,084,492 30.1%
2010[14] 2,215,227 6.3%
2011[15] 2,503,820 13.7%
Group Units Share
Toyota 8,557,351 11.0%
G.M. 8,476,192 10.9%
Volkswagen 7,341,065 9.4%
Top 3 automakers 2010 by global volume, based on OICA data.[citation needed]Market share based on OICA 2010 global total of 77,743,862.
In 2010, General Motors ranked second on the list with 8.5 million units produced globally.[25] In 2011 GM
returned to the first place with 9.025 million units sold worldwide, corresponding to 11.9% market share of
the global motor vehicle industry. The top two markets in 2011 were the United States, with 2,503,820
vehicles sold, and China, with 2,547,203 units. The Chevrolet brand was the main contributor to GM
performance, with 4.76 million vehicles sold around the world in 2011, a global sales record.[26]
As of January, 2012, the US government's Troubled Asset Relief Program had about $25 billion invested in
GM. Break even for the government was figured at $53.98 v. the then-current share price of about $25.[27]
[edit]World presence
[edit]North America
GM World Headquarters in Detroit
GM products focus primarily on its four core divisions – Chevrolet, Cadillac, Buick, and GMC. The White
House characterized the GM restructuring as a shift toward a new leaner, greener GM, which will aim to
break even with annual sales much lower than previously stated.[28]President Obama declared that the
restructuring "will mark the end of an old GM, and the beginning of a new GM; a new GM that can produce
the high-quality, safe, and fuel-efficient cars of tomorrow; that can lead America towards an energy
independent future; and that is once more a symbol of
America's success."[29]
In the mid 2005, GM announced that its corporate
chrome power emblem "Mark of Excellence" would begin
appearing on all recently introduced and all-new 2006
model vehicles produced and sold in North America.
However, in 2009 the "New GM" reversed this, saying
that emphasis on its four core divisions would downplay
the GM logo.[31]
[edit]Asia
The company manufactures most of its China market
vehicles locally through Shanghai GM, a joint venture
with the Chinese company SAIC, which was created on
March 25, 1997. The Shanghai GM plant was officially
opened on December 15, 1998, when the first Chinese-
built Buick came off the assembly line. The SAIC-GM-
Wuling Automobile joint-venture is also successfully
selling microvans under the Wulingmarque (34 percent
owned by GM).
The Buick brand is especially strong in China, led by
the Buick Excelle subcompact. The last emperor of China
owned a Buick.[32] The Cadillacbrand was introduced in
China in 2004, starting with exports to China. GM pushed
the marketing of the Chevrolet brand in China in 2005 as
well, transferring Buick Sail to that marque.
GM also maintains a dealership presence in Japan,
called GM Chevrolet Shop, previously known asGM Auto
World Shop. Current GM Japan dealerships were either
former Saturn dealerships or Isuzudealership locations.
GM products are also sold by the company Yanase, Ltd.
In August 2009 the joint venture of FAW GM Light Duty
Commercial Vehicle Co Ltd was formed that mainly
produces Jiefang light-duty trucks.[33]
GM worldwide 2008 vehicle sales[30]
(thousands)
Rankin GM
LocationVehicle
salesMarket
share (%)
1 United States 2,981 22.1%
2 China 1,095 12.0%
3 Brazil 549 19.5%
4 United Kingdom 384 15.4%
5 Canada 359 21.4%
6 Russia 338 11.1%
7 Germany 300 8.8%
8 Mexico 212 19.8%
9 Australia 133 13.1%
10 South Korea 117 9.7%
11 France 114 4.4%
12 Spain 107 7.8%
13 Argentina 95 15.5%
14 Venezuela 91 33.3%
15 Colombia 80 36.3%
16 India 66 3.3%
General Motors vehicle sales in China rose 28.8 percent to a record 2,351,610 units in 2010.[34] GM set up
an auto research center as part of a USD250 million corporate campus in Shanghai to develop 'gasoline-
hybrid cars, electric vehicles and alternative fuels, engines and new technologies'.[35] The company plans to
double its sales from 2010 to about 5 million units in China by 2015.[36]
SAIC-GM-Wuling established the low-cost Baojun brand to better compete with domestic
rivals,Chery, Geely and BYD for first-time buyers of cars priced around USD10,000. It is estimated that
such market in China is about 5 million vehicles a year, larger than the auto market in France and Britain
combined. However, some are worried that 'local brands like Baojun could eventually become threats to
their parent brands if they compete more against established models over time'. Shanghai-GM-Wuling sold
1.23 million vehicles in 2010, mainly commercial vans and trucks, of which about 700,000 units were a van
called Sunshine.[37]
In August 2011, GM announced plans to build a plant in Bekasi, West Java, Indonesia,which would
produce 40,000 passenger cars per year for the Southeast Asian market. It is the third plant in Southeast
Asia, after the Rayong plant, Thailand and the Hanoi plant, Vietnam.[38]
In October 2011, President Obama, in a joint appearance at a GM plant in Michigan, said that the recently
approved South Korea Free Trade Agreement would open up the South Korean auto market to American
made cars.[39]
[edit]Africa
General Motors has a long history in Egypt which began in the 1920s with the assembling of cars and light
pickup trucks for the local market. In the mid of the 1950s, GM withdrew from the Egyptian market. Some
year later, the Ghabbour Brothers began to assemble Cadillac, Chevrolet and Buickmodels up to the
1990s.
Since 1983 GM and Al-Monsour Automotive Company has founded the General Motors Egypt which is
currently the only manufacturer of traditional GM branded vehicles in Egypt. The Speranza Motors is a big
company which started in the 1990s with the SKD assembling of Daewoo cars. Today the main products of
Speranza are from the Chinese Chery concern.
GM began operating in South Africa in 1913 through its wholly owned subsidiary, General Motors South
Africa. Following the passage of the Comprehensive Anti-Apartheid Act in 1986, GM was forced to divest
from South Africa, and GMSA became the independent Delta Motor Corporation. GM purchased a 49%
stake in Delta in 1997 following the end of apartheid, and acquired the remaining 51% in 2004, reverting
the company to its original name.
Another manufacturing base of the GM for the African markets is the Industries Mécaniques
Maghrébines headquartered in Kairouan, Tunisia which assembles Isuzu and Mazda models for the
Maghreb region.
General Motors East Africa (GMEA) located in Nairobi, Kenya assembles a wide range of Isuzu trucks and
buses including the popular Isuzu N-Series versatile light commercial vehicle, TF Series pick-ups and Isuzu
bus chassis. Formed in 1975, GMEA's facility is the largest assembler of commercial vehicles in the region
exporting to East and Central African countries including Uganda, Tanzania,Malawi, Rwanda and Burundi.
In addition to assembly, GMEA also markets the Chevrolet productsSpark and Optra.
In the 1920s Miller Brothers Nigeria was founded as an importer of commercial vehicles of the Bedford
brand into the country. In 1949, the company opened its own assembly plant and operated under the
name Niger/Nigeria Motors. In 1965 the plant and its distribution network was split into different companies
and renamed as Federated Motors Industries. In 1991 the company was taken in by a joint venture
between General Motors and UACN of Nigeria.
[edit]Racing heritage
2008 Chevrolet Impala driven by NASCAR's Jimmie Johnson
GM has participated over the years in the World Touring Car Championship (WTCC), 24 Hours of Le
Mans, NASCAR,SCCA, and many other world venues.
Chevrolet Cruze in the WTCC
Corvette Racing Team in the American Le Mans Series
GM's engines were highy successful in the Indy Racing League (IRL) throughout the 1990s, winning many
races in the small V-8 class. GM has also done much work in the development of electronics for GM auto
racing. An unmodified Aurora V-8 in the Aerotech, captured 47 world records, including the record for
speed endurance in the Motorsports Hall of Fame of America. Recently, theCadillac V-Series has entered
motorsports racing.
GM has also used many cars in the American racing seriesNASCAR. Currently the Chevrolet Impala is the
only entry in the series but in the past the Pontiac Grand Prix, Buick Regal, Oldsmobile Cutlass, Chevrolet
Lumina, Chevrolet Malibu, and the Chevrolet Monte Carlo were also used. GM has won a total of 40
NASCAR Sprint Cup Series manufacturer's championships, including 34 with Chevrolet, the most of any
make in NASCAR history, 3 with Oldsmobile, 2 with Buick, and 1 with Pontiac. GM leads all other
automobile manufacturers in races won in NASCAR's premier series at 1,011. Chevrolet leads individual
makes with 677 wins.
In Australia, there is the V8 Supercar Championship which is battled out by the two main rivals of
(GM) Holden and Ford. The current Holden Racing Team cars are based on the Holden Commodoreand
run a 5.0-litre V8-cylinder engine producing 635 bhp (474 kW). These cars have a top speed of 318 km/h
(198 mph) and run 0–100 km/h in 3.8 seconds. The Holden Racing Team is Australia's most successful
team in Australian Touring Car History. In 2006 & 2007, the Drivers championship was won by the very
closely linked HSV Dealer Team.
[edit]Research and development
Research and development (R&D) at General Motors began organically as the continuation of such R&D
as the various divisions (e.g., Cadillac, Buick, Olds, Oakland) were already doing for themselves before the
merger. Its character was entirely empirical; it was whatever key people in each company had been
competent enough to organize and pursue.
Charles F. Kettering's Dayton Engineering Laboratories Company (Delco), at Dayton, Ohio, was still an
independent firm at this time. Its work was well known to GM central management through its relationship
as a supplier and consultancy to Cadillac and Buick.
In 1916, Durant organized the United Motors Corporation as an amalgamation of parts suppliers, supplying
GM and other OEMs but independent of GM.[40] Alfred P. Sloan, head of the newly acquired Hyatt Roller
Bearing Corporation, became United Motors' CEO. United Motors acquired Delco, and Kettering began his
association with Sloan. United Motors also acquired at this time the original Remy corporation[40] (called the
Remy Electric Company), a competitor of Delco. In 1918 General Motors bought United Motors.[40] Various
entities grew out of the original Delco and Remy, including the Dayton Metal Products Corporation, the
General Motors Research Corporation, the Delco Division and Remy Electric Division of GM, Delco Remy
(now Remy International, Inc.), ACDelco, Delco Electronics, and others. Today's main successor
corporation is Delphi Automotive, which nowadays is an independent parent corporation.
The General Motors Research Corporation, at Dayton under Kettering, was the world’s first true automotive
research center.[citation needed] During the next few decades it led the development of:
many electrical-appliance features for cars and trucks
tetraethyllead and its widespread use as a gasoline additive (recognized today as a bad idea
environmentally, but a technological wonder of its day)
dichlorodifluoromethane refrigerant for HVAC and refrigeration applications (Freon, R-12;
recognized today as a bad idea environmentally [being a chlorofluorocarbon (CFC)], but a
technological wonder of its day)
commercially practical two-stroke diesel engines
better transmissions for track-laying vehicles
many other advancements
Although GM R&D (as it is known in colloquial shorthand) began as an organization largely built around
one extraordinary man (Kettering), it eventually evolved into a more modern organization whose path is
shaped by individuals but not dominated entirely by any of them. World War II was a turning point wherein
military affairs, after mingling with the technologies of applied science for some 80 years, first started to
become fundamentally reinvented by them. Civilian life, too, changed in this direction. By the 1950s,
corporations such as GM and many others were facing a new era of R&D, different from earlier ones. Less
about genius inventors and individual inventions, and more about organizational progress and integrated
systems, it raised new questions about where the capital for R&D would come from in an era of limitless
demand for R&D (although not necessarily for production). Alfred Sloan, longtime CEO of GM (1920s to
1960s), discussed in his memoir (also considered a seminal management treatise) the relationships
between government, academia, and private industry in the areas of basic science and applied science, in
light of this new era.[41] The views he laid out reflected (and influenced) wide consensus on these
relationships that persists largely to today.
Today, GM R&D, headquartered in Warren, Michigan, is a network of six laboratories, six science offices,
and collaborative relationships in over twelve countries including working relationships with universities,
government groups, suppliers, and other partners from across the globe.
[edit]Small car sales
Chevrolet Aveo Concept, later went into production as the Chevy Sonic
From the 1920s onward, General Motors always maintained an internal dialog about what its economy-car
and small-car policies should be.[42][43] The economy and size considerations often naturally overlapped,
although a strong distinction was always drawn in the 20th century between policies for the U.S. market
and policies for other markets. Economy (in some form) always had good demand anywhere, but its
definition in the U.S. was long considered different from that in other markets. In this view, "economy" in the
U.S. did not mean "small" in the sense of what qualified as "small" outside the U.S. The policy discussion
often focused on topics like the higher demand for truly small cars in non-U.S. markets than in the U.S.,
and whether it made more sense to import a car into a certain country or to build it domestically within that
country, either as some variant of knockdown or with truly extensive domestic sourcing.[42] GM's
acquisitions of Vauxhall Motors Ltd (UK, 1925)[42]and Adam Opel AG (Germany, 1929),[42] rather than
starting new domestic companies to compete against them, were based on analyses that convinced GM
managers that acquiring an existing domestic manufacturer was a better business decision.[42]
Although GM since the 1920s has always offered economy models in the U.S. market (relative to that
market's definition in any given decade), and had done research and development in the 1940s and 1950s
in preparation for any potential rise of strong demand for truly small cars in the U.S. market,[43]it has also
been criticized over the decades for not doing enough to promote fuel efficiency in the U.S. market in the
1970s through 1990s. GM's response has been that it has always responded to market demands, and that
most Americans, despite anything they said to the contrary, did not actually demand (at purchasing-
decision time) small size or fuel efficiency in their vehicles to any great or lasting extent. Although U.S.
consumers flocked temporarily to the ideal of fuel economy whenever fuel supply crises arose (such as
1973 and 1979), they flocked equally enthusiastically to SUVs when cheap fuel of the 1980s and 1990s
temporarily shielded them from any downside to these choices.
Since the return of high fuel prices in the 2000s and 2010s, GM's interest in [truly-]small-car programs for
the U.S. market has been renewed. As part of General Motors Company development, it plans to revive
one of its idled U.S. factories for the production of a small car in Orion, Michigan, with the creation of 1,200
American jobs. This will be the first time ever that a large manufacturer produces asupermini vehicle in the
United States. The new small car will add to a group of small and fuel-efficient vehicles that the company is
planning to roll out in the near future. This retooled plant will be capable of building 160,000 cars annually,
including both small and compact vehicles.[44]
[edit]Environmental initiatives
The 2011 Chevrolet Volt, a breakthrough vehicle for GM, is a plug-in electric vehicle.
General Motors is one of the leading users in renewable energy. The company has published principles
regarding the environment and maintains an extensive website to inform the public. In 2008, General
Motors committed to engineering half of its manufacturing plants to be landfill-free. In order to achieve its
landfill-free status, production waste is recycled or reused in the manufacturing process.
The world's largest rooftop solar power installation was installed at General Motors Spanish Zaragoza
Manufacturing Plant in fall 2008. The Zaragoza solar installation has about 2,000,000 square feet (190,000
m2) of roof at the plant and contains about 85,000 solar panels. The installation was created, owned and
operated by Veolia Environment and Clairvoyant Energy, who lease the rooftop area from General
Motors. [45][46][47] In 2011, the company also invested $7.5 million in solar-panel provider Sunlogics, which will
install solar panels on GM facilities.[48]
The company has long worked on alternative-technology vehicles, and has led the industry with ethanol-
burning flexible-fuel vehicles that can run on either E85 (ethanol) or gasoline. The company was the first to
use turbochargers and was an early proponent of V6 engines in the 1960s, but quickly lost interest as
the muscle car race took hold. They demonstrated[49] gas turbine vehicles powered bykerosene, an area of
interest throughout the industry, but abandoned the alternative engine configuration in view of the 1973 oil
crisis. In the 1970s and 1980s, GM pushed the benefits of diesel engines and cylinder
deactivation technologies with disastrous results due to poor durability in theOldsmobile diesels and
drivability issues in the Cadillac V8-6-4 variable-cylinder engines. In 1987, GM, in conjunction
with AeroVironment, built the Sunraycer, which won the inaugural World Solar Challenge and was a
showcase of advanced technology. Much of the technology from Sunraycer found its way into the Impact
prototype electric vehicle (also built by Aerovironment) and was the predecessor to the General Motors
EV1.
GM supported a compromise version of the Corporate Average Fuel Economy (CAFE) standard increase
from 27 mpg-US (8.7 L/100 km; 32 mpg-imp) to 35 mpg-US (6.7 L/100 km; 42 mpg-imp), the first such increase in
over 20 years.[50] GM announced they will introduce more Volt-based plug-in hybrids.
[edit]Hybrid electric vehicles
Chevrolet Tahoe Hybrid
In May 2004, GM delivered the world's first full-sized hybrid pickups, the 1/2-ton Silverado/Sierra.
These mild hybridsdid not use electrical energy for propulsion, like GM's later designs. In 2005, the Opel
Astra diesel Hybrid concept vehicle was introduced. The 2006 Saturn Vue Green Linewas the first hybrid
passenger vehicle from GM and is also a mild design. GM has hinted at new hybrid technologies to be
employed that will be optimized for higher speeds in freeway driving.
GM currently offers the 2-mode hybrid system used by the Chevrolet Tahoe/GMC Yukon/Cadillac
Escalade, and GM 1/2 half-ton pickups and will later be used on other vehicles.[51]
GM introduced the Chevrolet Volt in 2010, an electric vehicle with back-up generators powered by
gasoline. The production Chevrolet Volt was available in late 2010 as a 2011 model with limited availability.
[52] GM delivered the first Volt during December 2010.
The GM Magic Bus is a hybrid-powered bus.[53]
[edit]All-electric vehicles
Further information: Who Killed the Electric Car?#Batteries
General Motors was the first company (in the modern era) to release an all-electric automobile. In 1990,
GM debuted the "Impact" concept car at the Los Angeles Auto Show. It was the first car with zero-
emissions marketed in the US in over three decades. The Impact was eventually produced as theEV1 for
the 1996 model year. It was available through dealers located in only a few regions (e.g., California,
Arizona, Georgia). Vehicles were leased, rather than sold, to individuals. In 1999 GM decided to cease
production of the vehicles. When the individual leases had expired, they declined to renew the leases or
allow the lessors to purchase them. All of the EV1s were eventually returned to General Motors and, with
the exception of a few which were donated to museums, all were destroyed. The documentary film Who
Killed the Electric Car? covered the EV1 story.
The EV1's cancellation had disappointed supporters of electric vehicles. In 2010, GM debuted theChevrolet
Volt, an electric vehicle with back-up generators powered by gasoline. General Motors has announced that
it is building a prototype two-seat electric vehicle with Segway. An early prototype of the Personal Urban
Mobility and Accessibility vehicle—dubbed Project P.U.M.A. – will be shown off in New York a day ahead of
the press previews for the 2009 New York International Auto Show.[54][dated info]
[edit]Battery packs for electric vehicles
GM builds battery packs in southern Michigan.[52] GM also established an automotive battery laboratory in
Michigan.[55] GM will be responsible for battery management systems and power electronics, thermal
management, as well as the pack assembly. An existing GM facility at Brownstown Township was chosen
to be upgraded as battery pack plant.[52] LG Chem's U.S. subsidiary, Compact Power of Troy, Michigan,
has been building the prototype packs for the development vehicles and will continue to provide integration
support and act as a liaison for the program.
[edit]Hydrogen initiative
Sequel, a fuel cell-powered vehicle from GM
GM has prided its research and prototype development ofhydrogen powered vehicles,[52] to be produced in
early 2010, using a support infrastructure still in a prototype state. The economic feasibility of the
technically challenging hydrogen car, and the low-cost production of hydrogen to fuel it, has also been
discussed by other automobile manufacturers such as Ford and Chrysler.
In June 2007, Larry Burns, vice president of research and development, said he's not yet willing to say
exactly when hydrogen vehicles will be mass produced, but he said it should happen before 2020, the year
many experts have predicted. He said "I sure would be disappointed if we weren't there" before 2020.[56]
[edit]Flexible-fuel vehicles
GM produces several flexible-fuel vehicles that can operate on E85 ethanol fuel or gasoline, or any blend of
both. Since 2006 GM started featuring a bright yellow gas cap to remind drivers of the E85 capabilities,[57][58]
[59][60] and also using badging with the text "Flexfuel/E85 Ethanol" to clearly mark the car as an E85 FFV.[61]
[62]
GM is the leader in E85 flex fuel vehicles, with over 3 million FlexFuel vehicles on the road in the U.S. As of
2009, GM offers 18 ethanol-enabled FlexFuel cars and trucks in the US, and produces more than one
million new FlexFuel vehicles. GM's goal is to have half of their annual vehicle production be E85
or biodiesel capable by 2012.[63]
[edit]History
Main article: History of General Motors
The company was founded on September 16, 1908, in Flint, Michigan, as a holding company forBuick, then
controlled by William C. Durant.[64] At the turn of the 20th century there were fewer than 8,000 automobiles
in America and Durant had become a leading manufacturer of horse-drawn vehicles in Flint, MI, before
making his foray into the automotive industry.[65] GM's co-founder was Charles Stewart Mott, whose
carriage company was merged into Buick prior to GM's creation. Over the years Mott became the largest
single stockholder in GM and spent his life with his Mott Foundation which has benefited the city of Flint,
his adopted home. It acquired Oldsmobile later that year. In 1909, Durant brought
in Cadillac, Elmore, Oakland and several others. Also in 1909, GM acquired the Reliance Motor Truck
Company of Owosso, Michigan, and the Rapid Motor Vehicle Company ofPontiac, Michigan, the
predecessors of GMC Truck. Durant lost control of GM in 1910 to a bankers' trust, because of the large
amount of debt taken on in its acquisitions coupled with a collapse in new vehicle sales.
The longest-lived continuous automobile nameplate still in production is the Chevrolet Suburban
The next year, Durant started the Chevrolet Motor Car Company and through this he secretly purchased a
controlling interest in GM. Durant took back control of the company after one of the most dramatic proxy
wars in American business history. Durant then reorganized General Motors Company into General Motors
Corporation in 1916. Shortly after, he again lost control, this time for good, after the new vehicle market
collapsed. Alfred P. Sloan was picked to take charge of the corporation and led it to its post-war global
dominance. This unprecedented growth of GM would last into the early 1980s when it employed 349,000
workers and operated 150 assembly plants.
GM led global sales for 77 consecutive years from 1931 through 2007, longer than any other automaker. In
2008, 2009, and 2010, GM has ranked as the second largest global automaker by sales. GM is expected to
retake the number one spot at the end of 2011 from Toyota.[66][dead link]
[edit]Chapter 11 reorganization
Main article: General Motors Chapter 11 reorganization
At the end of March 2009, U.S. President Barack Obama declined to provide financial aid to General
Motors, and requested that General Motors produce credible plans, saying that the company's proposals
had avoided tough decisions, and that Chapter 11 bankruptcy appeared the most promising way to reduce
its debts, by allowing the courts to compel bondholders and trade unions into settlements. Chapter 11 filing
was necessitated largely by inability of former GM entity to support its pension liabilities and also to form
commercial alliances with other automakers that could have aided cost reductions in existing business
model. On June 8, 2009, General Motors filed for reorganization under the provisions of Chapter 11, Title
11, United States Code, and as a direct result investments of all former common stockholders were lost
completely, (Reorganized GMGMQ Corporate statement of June 10, 2009; "GM management strongly
believes that any recovery for the common stockholders in the chapter 11 bankruptcy process is highly
unlikely, even under the most optimistic of scenarios. Stockholders of a company in chapter 11 generally
receive value only if all claims of the secured and unsecured creditors are fully satisfied." Prior to chapter
11, the former GM stock hit a high of $93.63 on April 28, 2000.). On July 10, 2009, with financing partially
provided by the US Government, General Motors emerged from reorganization. GM was re-listed on
the NYSE on November 18, 2010, setting the record for the largest IPO in US history with a value of $20.1
billion.[67] Before the IPO, the U.S. government owned a 27% stake in GM, and the Canadian government
still owns a 12% stake in the company. The Ontario government has owned a 3.8% stake in the company
since 2009.
GM had filed for Chapter 11 reorganization on June 8, 2009. Only the US Subsidiary was forced into
bankruptcy. Shareholders were left without access to assets from GM owned assets in Asia or Europe. On
July 10, 2009, General Motors emerged from Chapter 11 reorganization.[68][69][70] The Company was listed
on the New York Stock Exchange and the Toronto Stock Exchange again on November 18, 2010 following
a US$33-a-share initial public offering of US$23 billion, including preferred shares. The shareholding in the
Company by the U.S. Treasury department is reduced from about 61% to about 33%, including preferred
shares and accounting for stock options given to former GM bondholders.[71][72] Disposal of such shares
gave the Treasury department about US$13.6 billion in proceeds. It was previously estimated that the
Treasury would have to sell GM shares at an average of $43.67 a share to break even. SAIC Motor,
partner of GM in China and India, acquired just less than 1 percent of the GM shares for about
$500 million.[73][74]
[edit]Brand reorganization
As part of the company reorganization, the content and the structure of its brand portfolio (its brand
architecture) was reorganized.[75] Some nameplates like Pontiac, Oldsmobile, Saturn, Hummer, and service
brands like Goodwrench were discontinued. Others, like SAAB, were sold.[76] The practice of putting the
"GM Mark of Excellence" on every car, no matter what the brand, was discontinued in August, 2009.[77] The
company has moved from a corporate-endorsed hybrid brand architecture structure, where GM
underpinned every brand to a multiple brand corporate invisible brand architecture structure.[78] The
company's familiar square blue "badge" has been removed from the Web site and advertising, in favor of a
new, subtle all-text logo treatment.[75] In 2011, GM discontinued the Daewoo brand in South Korea and
replaced it with the Chevrolet brand.[79]
BrandYear
foundedYear began making
autosYear joined
GMMarkets served today
Buick 1899 1903 1908 North America, China, Taiwan, Israel
Cadillac 1902 1902 1909North America, Europe, Asia, Middle East, Africa
GMC 1901 1901 1909 North America, Middle East
Chevrolet
1911 1911 1911 Global
Vauxhall 1857 1903 1925 United Kingdom
Opel 1862 1899 1929Global, except North America, United Kingdom
Holden 1856 1908 1931 Australia, New Zealand
[edit]Discontinued brands
Welch (1903–1911)
Rainier (1905–1911)
Welch-Marquette (see Marquette)
Cartercar (1905–1915)
Elmore (1909–1912)
Rapid Truck (1909–1912)
McLaughlin (1918–1942)
Yellow Coach (1925–1943)
Sheridan (1921–1922)
Beaumont (1966–1969)
Envoy (1960–1970)
Acadian (1962–1971)
Reliance Truck (1909–1912)
Welch-Detroit (1910–1911)
Marquette (1912)
Peninsular (1912) (see Marquette)
Samson Tractor (1917–1922)
Scripps-Booth (1917–1923)
Marquette (1930)
Oakland (1909–1931)
Viking (1929–1931)
LaSalle (1927–1940)
Ranger (1968–1976)
Bedford Vehicles (1927–1987)
General Motors Diesel Division (1938–1987)
Passport (1988–1991)
Asüna (1993–1995)
Geo (1989–1997)
Oldsmobile (1897–2004)
Pontiac (1926–2010)
Saturn (1985–2010)
Hummer (1992–2010)
Daewoo (1982–2011)
[edit]Former subsidiaries
Frigidaire (1919–1979), sold to Ohio-based White Consolidated Industries
Lotus (1986–1993), sold to Luxembourg-based A.C.B.N. Holdings S.A.
Saab (1990–2010), sold to Dutch sports car manufacturer Spyker Cars N.V.
[edit]Former affiliates
Fiat (2000–2005), GM owned 20 percent at one time with put option [80]
Fuji Heavy Industries, manufacturer of Subaru (1999–2006), GM owned 20 percent at one
time[81]
Isuzu (1971–2006), GM owned 49 percent at one time[82]
Suzuki (1981–2008), GM owned over 20 percent at one time[83]
[edit]Spin-offs
GM Defense 1950–2003 was once part of General Motors Diesel Division and as General
Dynamics Land Systems division of General Dynamics
Electro Motive Division of General Motors was also once part of General Motors Diesel
Divisionand now known as Electro-Motive Diesel
Detroit Diesel sold to Penske Corporation; broken up and portion sold to the former Daimler-
Chrysler AG (now Daimler AG); now part of Daimler AG
Transit division was sold to Motor Coach Industries and Transportation Manufacturing Corporation
RTS and Classic bus rights owned by MCI And TMC were sold off to Nova Bus; now
produced by Millennium Transit Services
Diesel Division of General Motors of Canada Limited spun off and later acquired by General
Motors Canada as Diesel Division of General Motors of Canada Limited
EDS – Electronic Data Systems
Hughes Electronics sold to News Corporation in 2003
1999 GM spun off its parts making operations as Delphi
[edit]Philanthropy
General Motors is a leading contributor to charity. In 2004, GM gave $51,200,000 in cash contributions and
$17,200,000 in-kind donations to charitable causes.[84]
Through 2002, the Pace Awards program, led by GM, EDS, and SUN Microsystems, has given over
$1.2 billion of in-kind contributions which includes computers to over 18 universities to support engineering
education.[85] In 2009, the GM led group has helped the Pace Awards program worldwide.[86]
[edit]General Motors Foundation
Further information: General Motors Foundation
The General Motors Foundation (GM Foundation) receives philanthropic bequests from General Motors. It
is a 501(c)(3) foundation incorporated in 1976.[87]
Since 1996, the GM Foundation has been the exclusive source of funding for Safe Kids USA's "Safe Kids
Buckle Up" program, a national initiative to ensu
