Rick Wagoner Quotes

Generally, cars were not built to sit on dealer lots. It encourages the wrong kind of behavior in the whole system.

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DETROIT - General Motors Corp. chairman and CEO Rick Wagoner said Tuesday that the automaker's turnaround plan for its North American division is on track, but he wouldn't update the company's earnings forecast. GM withdrew its earnings guidance in April after it lost 1.1 billion in the first quarter. Wagoner noted that the company had previously estimated earnings of 4 to 5 a share for the year. We will not meet that, ... North America is missing, and missing badly.

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Health care costs in this country are out of control, ... We would really like to see much more focus and leadership from elected officials, especially in Washington.

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Health costs in this country are out of control, ... This will significantly improve our overall cost competitiveness ... and will be critical to getting GM North America back to profitability as soon as possible.

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This transaction will allow us to preserve our business relationship, while further building up GM's already significant liquidity position during this critical phase of our turnaround.

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We believe by being sensitive to the balancing act these women face each day, we're increasing their commitment to General Motors. It's not only the right thing to do, it's also good business for GM and helps us retain the brightest, most capable workers.

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In his current assignment, Mike has led the team that has helped GM gain back market share in California. He's built strong relationships with dealers and employees in creating marketing initiatives, all of which should prove especially useful as we focus on additional key markets where we need to improve GM's performance.

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This is a very big step forward that we will build on, ... the single biggest cost reduction that we've probably been able to announce in a single day in the history of G.M.

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GM had some notable sales successes as we continued to expand in key growth markets around the world in 2005.

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We no longer take it for granted that we can't be the most productive manufacturer. That's the way it used to be in the 1950s and l960s. We need to get back to that, as one element of a strong position in this excess capacity world that we're going to be in.

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If you look from 1992 to 1997, we've really reduced the number of car models from more than 100 to about 81. Our strategy is to have the right number of products. Segment the brands better. There's a lot of work being done on the distribution side of the business. And the data's showing that our new products are doing a very decent job in the market.

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The good news is, we know what we need to do to be successful in the business. What we need to do is get products that people are excited about and price them the right way, supported by the right kind of cost structure, and I think in that sense it's moving pretty good.

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We had a good hand and I think we overplayed it, ... We're not alone in that, by the way, and others are still playing that hand as they surpass us now in incentive programs.

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These negotiations were done in a positive, cooperative, problem-solving spirit, ... While it may have taken some time to reach this cooperative solution, I think it was time well-spent.

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You can buy another product this is a free country. But if you do, you're paying more than you need to.

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Despite some speculation to the contrary, we at GM are still moving. In fact, we're taking some big steps to get moving fast in the right direction.

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A lot of other things come along with Chapter 11, which basically end up in a lot of pain.

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While this sounds like a large number, we recognize that it only goes part of the way we need to go to put GM North America in the fully competitive position that is necessary to maintain and enhance our future viability and growth.

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It's not an easy decision. We don't have many plants that aren't high quality and very productive.

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These results reinforce the need to step up our efforts to eliminate waste and lower costs, ... The industry continues to venture into new territory -- near-record demand mixed with unprecedented price pressures and intensely strong competition on all fronts.

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We don't always agree on stuff, but when it's time to blow the whistle and start the game, we're not still debating.

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We disagree with Delphis approach, but we anticipated that this step might be taken. GM expects Delphi to honor its public commitments to avoid any disruption to GM operations.

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Oklahoma City, (which makes the mid-sized SUV) is a very good plant but a classic example of ... just having too much capacity in that segment, ... That's why that plant in on the list today. We don't have any plants left that aren't very high quality and quite productive. I'm sure I'm not going to satisfy any plant as why they've been chosen to be on the list.

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I've given no thought to anything but turning the business around, ... I wasn't brought up to run and hide when things get tough. I'm convinced that's the way that things get righted.

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We are very pleased with the market's reaction to our launch products. In the first three months of the year, our new products accounted for about 30 per cent of our total sales more than double where we were a couple of years ago.

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