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Seventies super-salesman challenges new car-sales record

Some of the fondest memories from my youth were the Sunday afternoons spent walking between rows of new and used cars. This preceded the advent of widely available internet, so the cars didn't sell themselves online: A tentative buyer had to come see the cars in the metal, with old-school salesmen taking well-earned smoke breaks after putting someone behind the wheel of a new Saab 900. All-inclusive subscription services were unheard of. If you open a Guinness records book and look up car salesmen, you'll find Joe Girard. The definitely old-school Detroit salesman regularly sold over 1,000 new cars per year, with a particular high point of 1,425 cars in 1973 guaranteeing him a mention in the Guinness book. To reach that kind of sales figure, you had to be a pretty special salesman, and Girard was. He didn't take breaks unless absolutely necessary, and even his lunch hours were dedicated to selling more cars instead of shooting the breeze with other sales persons. By 1977 he was worn through, having sold over 13,000 cars in his career, and his physique couldn't take it anymore. He's been a motivational speaker since. Now, 44 years later, a Dearborn, Mich., Cadillac and Chevrolet salesman named Ali Reda has reportedly broken Girard's record. The books at Les Stanford Chevrolet Cadillac say Reda sold 1,530 new cars and 52 used cars in 2017, averaging 130 vehicles per month. But after Girard, 89, heard of the sales record, he called his attorney, not letting his record be broken without a fight — or at least an audit. The Dearborn dealer isn't too concerned about Girard's doubts, at least according to Gary Stanford, whose father founded the dealership. "It's very official, trust me," said Stanford to the Detroit Free Press. "Ali is the hardest worker I've ever seen. And if someone doesn't believe the data, well, they're more than welcome to consult with GM. It's all there in black and white." What Girard doesn't get is that Reda was honoring him with the accomplishment. "I read his book, 'How to Sell Anything to Anybody,' and it said it would teach you how to become the best," said Reda, who at age 44 was a newborn when Girard hit his peak. "He's an absolute legend in the industry. Your whole career, you're chasing his name.

Full-size trucks are the best and worst vehicles in America

You don’t need me to tell you that Americans love pickup trucks. And the bigger the truck, the more likely it seems to be seen as an object of desire. Monthly and yearly sales charts are something of a broken record; track one is the Ford F-Series, followed by the Chevy Silverado, RamÂ’s line of haulers, and somewhere not far down the line, the GMC Sierra. The big Japanese players fall in place a bit further below — not that thereÂ’s anything wrong with a hundred thousand Toyota Tundra sales — and one-size-smaller trucks like the Toyota Tacoma, Ford Ranger and Chevy Colorado have proven awfully popular, too. Along with their sales numbers, the average cost of new trucks has similarly been on the rise. Now, I donÂ’t pretend to have the right to tell people what they should or shouldnÂ’t buy with their own money. But I just canÂ’t wrap my head around why a growing number of Americans are choosing to spend huge sums of money on super luxurious pickup trucks. Let me first say I do understand the appeal. People like nice things, after all. I know I do. I myself am willing to spend way more than the average American on all sorts of discretionary things, from wine and liquor to cameras and lenses. IÂ’ve even spent my own money on vehicles that I donÂ’t need but want anyway. A certain vintage VW camper van certainly qualifies. I also currently own a big, inefficient SUV with a 454-cubic-inch big block V8. So if your answer to the question IÂ’m posing here is that youÂ’re willing to pay the better part of a hundred grand on a chromed-out and leather-lined pickup simply because you want to, then by all means — not that you need my permission — go buy one. The part I donÂ’t understand is this: Why wouldn't you, as a rational person, rather split your garage in half? On one side would sit a nice car that is quiet, rides and handles equally well and gets above average fuel mileage. Maybe it has a few hundred gasoline-fueled horsepower, or heck, maybe itÂ’s electric. On the other side (or even outside) is parked a decent pickup truck. One that can tow 10,000 pounds, haul something near a ton in the bed, and has all the goodies most Americans want in their cars, like cruise control, power windows and locks, keyless entry, and a decent infotainment screen.

5 reasons why GM is cutting jobs, closing plants in a healthy economy

DETROIT — Even though unemployment is low, the economy is growing and U.S. auto sales are near historic highs, General Motors is cutting thousands of jobs in a major restructuring aimed at generating cash to spend on innovation. It's the new reality for automakers that are faced with the present cost of designing gas-powered cars and trucks that appeal to buyers now while at the same time preparing for a future world of electric and autonomous vehicles. GM announced Monday that it will cut as many as 14,000 workers in North America and put five plants up for possible closure as it abandons many of its car models and restructures to focus more on autonomous and electric vehicles. The reductions could amount to as much as 8 percent of GM's global workforce of 180,000 employees. The cuts mark GM's first major downsizing since shedding thousands of jobs in the Great Recession. The company also said it will stop operating two additional factories outside North America by the end of next year. The move to make GM get leaner before the next downturn likely will be followed by Ford Motor Co., which also has struggled to keep one foot in the present and another in an ambiguous future of new mobility. Ford has been slower to react, but says it will lay off an unspecified number of white-collar workers as it exits much of the car market in favor of trucks and SUVs, some of them powered by batteries. Here's a rundown of the reasons behind the cuts: Coding, not combustion CEO Mary Barra said as cars and trucks become more complex, GM will need more computer coders but fewer engineers who work on internal combustion engines. "The vehicle has become much more software-oriented" with millions of lines of code, she said. "We still need many technical resources in the company." Shedding sedans The restructuring also reflects changing North American auto markets as manufacturers continue to shift away from cars toward SUVs and trucks. In October, almost 65 percent of new vehicles sold in the U.S. were trucks or SUVs. That figure was about 50 percent cars just five years ago. GM is shedding cars largely because it doesn't make money on them, Citi analyst Itay Michaeli wrote in a note to investors. "We estimate sedans operate at a significant loss, hence the need for classic restructuring," he wrote. The reduction includes about 8,000 white-collar employees, or 15 percent of GM's North American white-collar workforce. Some will take buyouts while others will be laid off.