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GM delays truck plant shift so workers can watch Detroit Lions NFC Championship game

It would be difficult to overstate just how big of a deal it is for the city of Detroit and its residents (and residents of southeast Michigan in general) that the Detroit Lions not only made it convincingly into the NFL playoffs but found significant success in defeating the Los Angeles Rams in the Wildcard round and then the Tampa Bay Buccaneers the following week. But if there's one thing we can point to as an automotive-minded group, it's this: General Motors has delayed the start of the third shift at its Flint Assembly plant so that workers won't have to miss any part of the game. To emphasize the magnitude of this decision, it's important to note that the Chevrolet Silverado HD and GMC Sierra HD are built at the plant, and the popularity and, perhaps more importantly, profitability of those heavy duty trucks is so high that it's the only GM plant in Michigan that runs a third shift, as pointed out by the Detroit Free Press. The delay is roughly an hour in total, and workers won't be paid for that missing time. We doubt there will be any complaints. Granted, this isn't the first time GM has delayed starting a late shift due to a big sporting event. In prior years, delays have been recorded for some Super Bowls and for the in-state Michigan vs. Michigan State rivalry game at GM facilities in Lansing, Michigan. Still, GM's statement on why it would hold off production of such a lucrative pair of vehicles explains it better than we can: "We recognize the Detroit Lions playing in the NFC Championship game as a rare, unique opportunity that warrants this temporary schedule adjustment to allow employees to enjoy the game and make it to work on time." It's not GM's only show of Lions pride. Take a close look at the General Motors logo currently being displayed at the Renaissance Center, GM's headquarters in Detroit. General Motors is displaying its Motor City pride with a subtle logo redesign to honor the Detroit Lions as they continues their Super Bowl hunt. Read more: https://t.co/Jmc6bmMK6n pic.twitter.com/9bJJqOmwxB — Ad Age (@adage) January 23, 2024 The Free Press reached out to Ford and Stellantis to see if either of GM's rivals would be making shift adjustments as well. Ford has yet to provide a comment, but Stellantis, makers of the Ram truck and Jeep SUVs, has confirmed it will be running normal schedules at all of its facilities. For now, there's only one more question that needs answering: What if the game goes to overtime?

It's time for Corvette to attack Porsche

For most of its existence, Porsche was a smug little sports car company with a fairly limited lineup and small but steady sales. Any time the company strayed from its air-cooled, rear engine formula, the purists would turn their noses. The 944? The 948? "Not a proper Porsche," they'd sniff. And then came the greatest sin of them all: the Cayenne. To the purists, this was treason. Porsche making an SUV? Horrors! Of course, you all know how it turned out. Porsche grew to be a profit-generating juggernaut within the Volkswagen Group. And since one SUV wasn't enough they added another, the Macan. By the end of the decade Porsche will have quadrupled its global sales. You have to wonder what else it has up its sleeve. Couldn't this be a lesson for General Motors? It has a terrific sports car brand in Corvette. In fact, it's arguably the most iconic brand within GM's full-line portfolio. But for its entire existence that brand has been locked up within Chevrolet. Maybe it's time for GM to treat Corvette as a stand-alone company. Maybe it's time for GM to unlock that brand and treat Corvette as a stand-alone company. A Corvette SUV could be a killer first step. Since Porsche only makes two SUVs, maybe Corvette could make three. Small, medium, and large. And just as Porsche has the Panamera, an executive sedan from team Corvette could become an instant "gotta-have" for the yacht-buying jet set. Of course, the Corvette purists will cringe. And the biggest hue and cry will come from Chevrolet's US dealers. That's why the best place to launch the new Corvette brand would be far away from those franchisees: in China. Chinese consumers have no pre-conceived ideas that 'Vettes can only be sold in Chevy stores. And Chinese enthusiasts very much admire Corvette's historic pedigree. You've no doubt read about how Chinese authorities are cracking down on conspicuous consumption. That makes the timing even better. Corvette's selling point has always been that it is an amazing bargain for the performance you get. What a perfect way to undercut Porsche. In fact, pairing the Corvette brand with Cadillac in China could be just the shot in the arm that Cadillac's Chinese dealers need. Despite having very competitive cars, Cadillac lags far behind Audi, Mercedes, and BMW. What Cadillac dealers need is a lot more showroom traffic. And a jaw dropping lineup of Corvette-branded vehicles could bring in throngs of buyers.

Frustrated GM investors ask what more Mary Barra can do

DETROIT — General Motors Co Chief Executive Mary Barra has transformed the No. 1 U.S. automaker in her almost five years in charge, but that is still not enough to satisfy investors. Ahead of third-quarter results due on Oct. 31, GM shares are trading about 6 percent below the $33 per share price at which they launched in 2010 in a post-bankruptcy initial public offering. The Detroit carmaker's stock is down 22 percent since Barra took over in January 2014. After hitting an all-time high of $46.48 on Oct. 24, 2017, the shares have declined 33 percent. In the same period, the Standard & Poor's 500 index has climbed 7.8 percent. Several shareholders contacted by Reuters said GM could face a third major action by activist shareholders in less than four years if the share price does not improve. "I've been expecting it," said John Levin, chairman of Levin Capital Strategies. "It just seems a tempting morsel to somebody." Levin's firm owns more than seven million GM shares. Barra has guided the company through the settlement of a federal criminal probe of a mishandled safety recall, sold off money-losing European operations, and returned $25 billion to shareholders through dividends and stock buybacks from 2012 through 2017. GM declined to comment for this story, but the company's executives privately express frustration with the market's reluctance to see it as anything more than a manufacturer tied mainly to auto market sales cycles. GM's profitable North American truck and SUV business and its money-making China operations are valued at just $14 billion, excluding the value of GM's stake in its $14.6 billion Cruise automated vehicle business and its cash reserves from its $44 billion market capitalization. The recent slump in the Chinese market, GM's largest, and plateauing U.S. demand are ratcheting up the pressure. GM is one of the few global automakers without a founding family or a government to serve as a bulwark against corporate raiders. In 2015, a group led by investor Harry Wilson pressed GM to launch a $5 billion share buyback, and commit to what is now an $18 billion ceiling on the level of cash the company would hold. In 2017, GM fended off a call by hedge fund manager David Einhorn to split its common stock shares into two classes. Einhorn, whose firm still owned more than 21 million shares at the end of June, declined to comment about GM's stock price. Other investors said there were no clear alternatives to Barra's approach.