SHAREHOLDERS

Shareholder equity has plummeted. And, planned government warrants will devalue current stock further. That is understandable.

The bailout plan could result in the issuance of new shares for existing creditors, union pension funds, and workers taking half of their individual retirement benefits in stock. That makes sense. Workers could take a stake in a business that has provided them extraordinary wages and benefits over the years. Workers have an opportunity to demonstrate faith and commitment in their own efforts to improve quality and productivity in the workplace.

In addition, specially coded stock should be introduced to attract additional private investment. Such new private investment should have priority placement should future bankruptcy occur.

Further, dividends should be reinstituted, rather than suspended. Any dividends paid on government warrants or federal stock certificates should be treated as loan repayments.

DEALERS

Dealership closings are increasing. At locations where doors remain unlocked, public perception of automaker viability has resulted in a significant drop in showroom traffic. Yet, more impactful, is the fact that dealers are reeling due to the reduced availability of consumer credit, and higher qualification standards for approval.

CUSTOMERS

New and returning customers are the ultimate way to revive the domestic auto industry. Automakers reportedly are working on “promotions to attract people into dealer showrooms”. But, if history repeats itself, most deals are ‘sleeves out of the vest’. What consumers want with every product they purchase is real value. When they perceive quality and style as equal, or near equal, among competitors, almost all consumers will decide on price in order to increase value received. The challenge for domestic automakers is that each must significantly increase quality and style over the strategic timeline in order to attract many more prospective buyers. In the tactical interim, each brand must significantly increase value by adjusting delivered price and customer carrying costs in order to increase vehicle sales and lease activity.

THE BOTTOM LINE

Company and union leaders are being tested. Key questions include: ‘can management and labor collaborate effectively to drive down costs? And, ‘can dealer sales forces accurately convey real product value to prospective customers?’

Those that can – and do - deserve to close more business. Those that cannot – or will not – deserve their businesses to close.