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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.

The 2017 GMC Yukon XL Denali: Not just for the fertile set

I have a sis whom I've nicknamed "The Vickster." She is a beautiful Amazon, 6'1 on a good day and is the mom to a singleton. So why would my sis need to own a GMC Yukon XL Denali when she doesn't have a brood? Well to this I say, is there a written rule somewhere that states behemoth SUV's must be solely purchased by, you know, school-run moms? I think not! Even though the 2017 GMC Yukon XL Denali is tanker-sized and can swallow up to nine passengers, it has road presence and supreme luxury to boot which is a real draw for not just the fertile set. The Yukon XL Denali is an in-your-face kind of vehicle, and it was all in mine. The monolith has a presence, there's no denying, and even though it is big from every angle, it is far from odious. The stately looking ride has nicely defined slabs of metal, boxy proportions that make you look as it glides down the highway. Giving the Yukon XL my front-to-back once over, I liked its imposing mesh grille, nicely placed chrome accents and badges, riveting upsized wheels, and attractive high-intensity discharge (HID) headlamps and LED rear tail lamps. Once I settled into the cavernous and swanky realm of leather and mellow accent lighting that makes up the Yukon XL's interior, I then realized why "The Vickster" opted for this vehicle. The SUV's interior design is not overdone, no excessive bling to the point of blindness! Tasteful appointments on the Yukon XL include soft-touch leathers, aluminum trim, wood inlays, La-Z-Boy comfy seating in the first two rows (2nd-row power-release fold-and-tumble bucket seats); and thankfully, the non-gizmos overkill command center has large and ergonomically comfy controls. Space for a leggy crew is more than ample in the first and second rows. The SUV's available power folding, third-row fold-flat seats, however, are not exactly cut out for those who have gone past middle school as the seating is less bolstered and a little too close to the floor. Loved the wide and cushy center console that is not only spacious enough for hanging folders or a laptop but most importantly, it's elbow-friendly! Technology on the Yukon XL did not disappoint—particularly with the available built-in 4G Wi-Fi Hotspot for up to seven devices that kept me connected wherever I roamed.

UAW rejects GM contract proposal but makes a counter offer

The United Auto Workers union said a new comprehensive offer made by General Motors Co late Monday to end a two-week-old strike was not acceptable and said it had made a new counterproposal. UAW vice president Terry Dittes said in a letter to members "there are many important issues that remain unresolved." The union is awaiting GM's next proposal. He said GM's offer came up short on many issues.  Dittes said GM made a "comprehensive proposal" at 9:40 p.m. Monday. "This proposal that the company provided to us on day 15 of the strike did not satisfy your contract demands or needs. There were many areas that came up short like health care, wages, temporary employees, skilled trades and job security to name a few." Dittes is the union's vice president for GM relations and the UAW's lead negotiator in these contract talks. "We have responded today with a counterproposal and are awaiting GM's next proposal to the union," he wrote. "Regardless of what is publicized in print or social media, etc., there are still many important issues that remain unresolved." The strike, in its third week, has cost GM more than $1 billion, according to J.P. Morgan analyst Ryan Brickman. He said the cost per day in potential profit is $82 million. However, another analysis, by East Lansing-based consultant Anderson Economic Group, put the losses at $25 million a day. And the effects of the strike are expanding. GM said Tuesday the strike has created a parts shortage that forced the automaker to halt production at its pickup and transmission plants in Silao, Mexico, temporarily laying off 6,000 workers. Silao is where GM builds its highly profitable four-door crew cab Chevy Silverado and GMC Sierra pickups. The strike has also forced GM to idle some Canadian workers, and many suppliers have been forced to halt operations. About 48,000 UAW members went on strike on Sept. 16 seeking higher pay, greater job security, a bigger share of the leading U.S. automaker’s profit and protection of their healthcare.