GM Ready to Sell India Plant
General Motors is finalizing a deal to sell its last factory in India to Chinese carmaker Great Wall Motor.
It’s the latest part of GM’s retreat from markets where its investments haven’t paid off. During the past decade the company also has phased out or sharply slashed local operations in Australia, Europe, Russia, South Africa and Venezuela.
In 2016, GM was operating two plants in India—in Halol and Talegaon—with combined annual capacity of 260,000 units. But that year the company sold fewer than 29,000 cars there, a market whose growth potential was being compared to China’s.
In early 2017, GM sold its Halol facility to China’s SAIC Motor. A month later the company said the smaller Talegaon factory would stop serving the Indian market and become an export hub instead.
One Market, Two Views
At the time, then-President Dan Ammann said GM was bailing out of India to refocus resources on markets with greater growth potential.
Great Wall sees India differently. It describes the country’s “great potential, rapid economic growth and a good investment environment.”
The little car that could still can. And this time as a car that not only gets great fuel economy, but which has ride and handling that makes it more than an econo-box (and its styling is anything but boxy).
Once the playground of exotic car makers, the definition of a niche vehicle has expanded to include image vehicles for mainstream OEMs, and specialist models produced on high-volume platforms.
Effective management is a timeless skill—as demonstrated by this treasure of an article from the AutoBeat Group archive. Although the tools of the trade have changed and proliferated, the basics remain the same. Here are 8 old school (and just darn practical) rules for being an excellent manager.