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Henderson, NV Car Consumer Discussions

Re: Las Vegas Jaguar [redwingjb]

by wantabentley on Sun Oct 19 22:35:53 PDT 2008

I live in Henderson + have 2 experiences. In terms of pricing/leasing, they would only give me 4% off MSRP while a CA dealer gave me 13% (and a cheaper money factor on my lease as well). Bottom Line: I saved over $200/month on a 36 month lease. In terms of service, they were great. Very professional and very responsive. I've had M/Bs, Lexus, BMW, Infiniti and I must say, Jaguar's service (Gaudin) was the best I've ever dealt with. Hope this helps.

76K miles now on my SXT

by lexan1965 on Wed Oct 15 23:32:35 PDT 2008

I've had my Caliber SXT w the CVT for almost 3 years now and 76K miles later. The car is still fun to drive and the CVT is awesome and smooth. I have had a small issue with the engine almost stalling at a red light though. I believe the idle may need adjusted a bit. That is the only complaint I have going on 76K miles. :shades:

Saab (hey they do sell them in Cadillac dealerships

by 62vetteefp on Tue Oct 07 05:11:04 PDT 2008

As GM looks to offload its Hummer brand, how does the company feel about perennial financial underachiever Saab? GM COO Fritz Henderson tells that while the brand is strategically important to GM, it is no sacred cow and has to perform. Like Ford, GM's management has taken a decision to offload any assets or brands that is does not see as vital to its long-term survival. Cashing in is part of a restructuring process to rebalance the company, get better use of capital and focus efforts on making the commercially viable parts of the company as profitable as possible. And these are tough times demanding that some tough decisions need to be taken. In GM's case, Hummer is well and truly on the block with rumors of initial expressions of interest from Russia and India. Is it worth the effort (management time) and expense (investment bank fees) to sell something like Hummer? Is it a distraction with the integration issues and didn't Ford end up spending a lot of management time on the Jaguar Land Rover sale to Tata? "I'd do a little work for $2.3bn, actually," says Henderson. And Hummer, he believes, was at a crossroads that demanded a decision as part of GM's strategic planning. "In the end, we have to decide what we want to do with the Hummer brand. Do we want to reinvest, grow it, what do you want to do with it? You've got to make some decisions…" While he sees Hummer as a strong and iconic brand, the problem is that it doesn't fit GM's plans going forward. "With all the things GM needs to do, I'm not sure it lands in our priority list any more. Therefore we have to look at alternatives." There is interest in Hummer, he maintains, but it's too early to say how concrete that is. " Information memorandums will be made available this month to interested parties and then we'll see. My objective would be reach some decisions on this no later than the end of the year. That doesn't mean that we will necessarily close by the end of the year, but we'd like to reach decisions and I think that's a reasonable timetable." So, if GM wants rid of Hummer, what about putting Saab in the shop window? The unit has long been a loss-maker and, while GM has upped product development plans for the Swedish minnow in recent years after a period of protracted neglect in which the maker eked out a meager existence on just two models, how committed to Saab is it? Desperate times require desperate measures? Or is Saab a kind of sacred cow? "No, it's not a sacred cow and we want all of our brands to perform. But if I think of the global premium market, what's one of the fastest growing segments? Entry premium. It is still large and growing. "Where are our customers going? They are looking at smaller packages and four-cylinder engines, turbocharging. Saab meets those requirements - that's its DNA. "We'll have to see if the next generation of Saab vehicles is successful, but this is a brand that doesn't cross-sell with other GM brands, the customers are highest income, highest level of education, the vehicles are highly fuel-efficient, turbocharged four-cylinder engines…I think it's worthwhile for us at GM to try to make it a success." And Saab is now heavily integrated into GM now, Henderson says, with the idea of a standalone 100,000-unit auto manufacturer in Sweden disassembled over tie. Henderson acknowledges that Saab's financial results haven't been satisfactory. "Historically, Saab has not been a source of profitability for us." But he believes a strategy is coming together with two elements - the brand and manufacturing economics - to address that. "On the brand issues, the product range was too narrow, we didn't have sufficient scale and so it's about broadening the brand and making it more relevant with a bigger product portfolio. "And on the economic issues, concentrating production 100% in Sweden for a global manufacturer, with exposure on exchange rates, wasn't the right thing to do. So what we've done is take steps to integrate Saab into GM. We'll build a Saab crossover vehicle in Mexico, we'll build a Saab mid-size sedan in Russelsheim and we will build Saabs in Sweden too. "All of that addresses a currency footprint which, over time, was posing unacceptable risk. "What we want to do is make the Saab brand successful and that's our objective."

Re: Stocks will surely soar tomorrow morning, Steve host [andre1969]

by gagrice on Tue Sep 30 12:43:05 PDT 2008

This very thing happened to me when K-mart went bankrupt a few years back. It happened to me with Excelsior Henderson motorcycles. I was sure they would compete with Harley. They were so much better. No such luck. When they went bankrupt they owed money. Local dealer took parts for some of his investment. I thought if GM liquidated all their properties the stockholders would be inline for some of that. Is that what they call par value? Or is that only for preferred stock?

This guy says it rght.

by 62vetteefp on Sun Aug 03 12:33:10 PDT 2008

http://www.detnews.com/apps/pbcs.dll/article?AID=/20080802/OPINION03/808020356/1- 148/AUTO01 Posted this on another forum but it looks like this UAW one is citing the same talk. No easy, cheap fix for GM's problems Losing a numbing $15.5 billion in one quarter, as General Motors Corp. confirmed Friday, is a sure-fire way to restart the wailing. -Kill Buick and Pontiac. -Euthanize Saab. -Sue the directors. -Dump Rick Wagoner, GM chairman through some of the most transformative (and bleak) times in the company's 100-year history. -Blame the United Auto Workers and the clueless Detroit culture that didn't see $4-a-gallon gas coming (even if Japanese rivals Toyota and Nissan, the airlines and lots of others didn't, either). However tempting some of these options may be -- and a few actually could happen -- the simple fact is that quick fixes for what ails GM right now aren't easy. Nor are they cheap for a company bleeding cash and trying to conserve every penny. Soothe Wall Street? Its traders already have shown by their actions -- GM's market cap is a measly $5.79 billion compared with Toyota's $146.7 billion -- they believe the company to be essentially worthless despite its massive assets in the United States and its profitable operations overseas. Force a company into shuttering brands? Doing so would be the automotive equivalent of the cure being worse than the disease by inviting a wave of litigation and requiring GM to write checks totaling at least a couple billion dollars to dealers protected by myriad state franchise laws. Validate the critics who've assigned personal culpability to a complex series of business challenges, many of which cannot be controlled from atop the RenCen? Feed a press corps with the attention span of a kindergarten, which will then turn its attention to Bob Nardelli's meltdown at Chrysler LLC? The point here is not to understate the gravity of GM's predicament because it is very grave. A company that burns cash at roughly the rate of $1 billion a month, reports a 30 percent drop in North American revenue in a single quarter, books a loss in its hot Asian operations and says its overriding objective is to maximize cash flow is a company that is fighting for survival. I've covered GM for 12 years from three continents, seen its successes and failures, its smart moves (China and Korea), its less smart ones (Fiat) and a legit renaissance in the quality and looks of its cars and trucks. Through it all has been one constant: GM can't muster much of any momentum in its home market, and when things go wrong, they go really wrong. The truth is that everyone in the business is getting whacked by record oil prices and the consumer's turn away from pickups and SUVs to smaller cars and crossovers. But no one is getting hit harder and destroying more shareholder value than GM, whose stock closed Friday at $10.23, down a staggering 76.3 percent from its 52-week high of $43.20 in October. Is steering the General clear of federal bankruptcy court the only test of accountability for Wagoner & Co. -- beyond cutting bonuses, that is? GM's directors are scheduled to meet Monday evening and Tuesday, their first since June, in what is likely to be the first in a series of fairly dramatic board meetings over the next 60 to 90 days. If GM's financials worsen, oil prices spike higher, credit conditions worsen, the automaker's cash hoard slips appreciably south of $20 billion and the company draws heavily on its revolving credit lines, pressure will intensify on the directors to act. It won't matter how broadly they may support Wagoner, President Fritz Henderson and their strategy. That's business. That's how corporate directors can behave -- arguably must behave -- when sustainably crappy business results quickly merge fiduciary responsibility with personal liability and directors start showing up at board meetings with their lawyers in tow. The more immediate question: What are you gonna' do about it, GM? It was telling that Henderson opened Friday morning's 90-minute conference call with a reprise of the automaker's two-week-old plan to raise $15 billion through $10 billion in "self-help" cost cutting and $5 billion in asset sales and financing. "This is a game about rebuilding our revenue base," Henderson said. "It is what it is." Yes, it is. And it's ugly.

this guy gets it.

by 62vetteefp on Sun Aug 03 09:28:03 PDT 2008

http://www.detnews.com/apps/pbcs.dll/article?AID=/20080802/OPINION03/808020356/1- 148/AUTO01 Wagoner may be cut out just to sooth wall street. We will see. No easy, cheap fix for GM's problems Losing a numbing $15.5 billion in one quarter, as General Motors Corp. confirmed Friday, is a sure-fire way to restart the wailing. Kill Buick and Pontiac. Euthanize Saab. Sue the directors. Dump Rick Wagoner, GM chairman through some of the most transformative (and bleak) times in the company's 100-year history. Blame the United Auto Workers and the clueless Detroit culture that didn't see $4-a-gallon gas coming (even if Japanese rivals Toyota and Nissan, the airlines and lots of others didn't, either). However tempting some of these options may be -- and a few actually could happen -- the simple fact is that quick fixes for what ails GM right now aren't easy. Nor are they cheap for a company bleeding cash and trying to conserve every penny. Soothe Wall Street? Its traders already have shown by their actions -- GM's market cap is a measly $5.79 billion compared with Toyota's $146.7 billion -- they believe the company to be essentially worthless despite its massive assets in the United States and its profitable operations overseas. Force a company into shuttering brands? Doing so would be the automotive equivalent of the cure being worse than the disease by inviting a wave of litigation and requiring GM to write checks totaling at least a couple billion dollars to dealers protected by myriad state franchise laws. Validate the critics who've assigned personal culpability to a complex series of business challenges, many of which cannot be controlled from atop the RenCen? Feed a press corps with the attention span of a kindergarten, which will then turn its attention to Bob Nardelli's meltdown at Chrysler LLC? The point here is not to understate the gravity of GM's predicament because it is very grave. A company that burns cash at roughly the rate of $1 billion a month, reports a 30 percent drop in North American revenue in a single quarter, books a loss in its hot Asian operations and says its overriding objective is to maximize cash flow is a company that is fighting for survival. I've covered GM for 12 years from three continents, seen its successes and failures, its smart moves (China and Korea), its less smart ones (Fiat) and a legit renaissance in the quality and looks of its cars and trucks. Through it all has been one constant: GM can't muster much of any momentum in its home market, and when things go wrong, they go really wrong. The truth is that everyone in the business is getting whacked by record oil prices and the consumer's turn away from pickups and SUVs to smaller cars and crossovers. But no one is getting hit harder and destroying more shareholder value than GM, whose stock closed Friday at $10.23, down a staggering 76.3 percent from its 52-week high of $43.20 in October. Is steering the General clear of federal bankruptcy court the only test of accountability for Wagoner & Co. -- beyond cutting bonuses, that is? GM's directors are scheduled to meet Monday evening and Tuesday, their first since June, in what is likely to be the first in a series of fairly dramatic board meetings over the next 60 to 90 days. If GM's financials worsen, oil prices spike higher, credit conditions worsen, the automaker's cash hoard slips appreciably south of $20 billion and the company draws heavily on its revolving credit lines, pressure will intensify on the directors to act. It won't matter how broadly they may support Wagoner, President Fritz Henderson and their strategy. That's business. That's how corporate directors can behave -- arguably must behave -- when sustainably crappy business results quickly merge fiduciary responsibility with personal liability and directors start showing up at board meetings with their lawyers in tow. The more immediate question: What are you gonna' do about it, GM? It was telling that Henderson opened Friday morning's 90-minute conference call with a reprise of the automaker's two-week-old plan to raise $15 billion through $10 billion in "self-help" cost cutting and $5 billion in asset sales and financing. "This is a game about rebuilding our revenue base," Henderson said. "It is what it is." Yes, it is. And it's ugly.