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Smith Faculty
Opinion Article |
July 28, 2006 |
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By Dr. Peter Morici, Professor of
International Business
EMAIL
WEB SITE |
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General Motors Scores an Operating
Profit but
Tough Sledding Lies Ahead
Today, GM reported a second quarter
loss of $3.179 billion dollar, or $5.62
per share.
Deducting expenses for restructuring,
GM scored an operating profit $1.153
billion or 2.04 per share. GM's North
American operations continued to lose
money but those loses were cut to $85
million form $1.1 billion a year ago.
While the profit on ordinary
operations is good news that will please
investors, GM's situation remains
worrisome.
During the first half of 2006, GM
sold fewer cars than in 2005; these
sales were at better prices and closer
to those commanded by Toyota,
significantly improving GM's net.
However, GM made more cars this year
than last year, and faces the tough task
of clearing out a lot of inventory.
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Jan -
June 2006 |
Jan - June 2005 |
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Production |
2,347,312 |
2,296,518 |
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Sales |
2,037,136 |
2,321,696 |
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Difference |
310,176 |
(25,176) |
GM will likely have to cut prices,
through incentives, and mark down the
value of its inventory. Marking down
inventory for clearance sales could well
throw GM into the red in the third or
fourth quarters.
This illustrates GM's rock and hard
place. If GM makes only what it can sell
at prices approaching those charged by
Toyota, GM's vehicle development costs
are spread across too few vehicles and
it loses money. If it makes enough cars
to cover its vehicle development costs,
it must lower prices too much to sell
what it makes, and it loses money
anyway.
With a $40 dollar an hour labor cost
disadvantage vis-a-vis its Japanese
rivals producing in North America, GM
remains a troubled company. Only by
cutting its labor costs can GM make and
sell a volume of cars that permit it to
cover both its production and vehicle
development costs.
Any merger or joint venture that
fails to address the labor cost issue
will not make this company viable.
The failure of Rick Wagoner and the
GM Board to clearly articulate that
challenge indicates a crisis in
management and corporate governance.
Peter Morici is a professor at the
University of Maryland School of Business
and former Chief Economist at the U.S.
International Trade Commission.
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