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Banks Autos:
How Chevrolet Started, Grew & Became $11.5 Billion Company
Success Secrets TV:
How Chevrolet Started, Grew & Became $11.5
Billion Company
The name Chevrolet originated from a Swiss-born
American racer Louis-Joseph Chevrolet, who
founded his company with William Durant in
1911, stayed for four years and then left
his own company to Durant in 1915.
The Chevrolet Company previously called the
Chevrolet Division of General Motors Company
and simply called the Chevy is the automobile
department of General Motors, a manufacturing
company in the United States.
How Chevrolet Began
Twenty years before Chevrolet, Durant was
the founder of a successful Durant-Dort Carriage
Company which manufactured horse-drawn vehicles.
And so Durant wouldn't even touch a car with
a ten-foot pole, let alone allow his daughter
to ride in what he called, "loud and dangerous
horseless carriages."
But as time passed he realized that there
were more cars than carriages on the American
streets; an experience that did not settle
well with the relatively tentative public.
As the government regulated cars for their
safety, Durant had other ideas.
Why not improve the security of these cars
instead?
In 1904, Durant approached a struggling Buick
Motor Company and became its controlling investor.
Within a span of four years, Durant demonstrated
his salesman attitude and transformed Buick
into a leading automobile name amongst the
likes of Ford, Oldsmobile, and Cadillac.
For Durant, however, it was only the start.
Durant figured he could further improve his
odds in the industry if he built a holding
company that would control several automobile
divisions, with each division manufacturing
their own car.
With the Buick's outstanding profits, Durant
had sufficient capital to found the General
Motors Company in 1908.
A year later, General Motors acquired several
car brands like Buick, Oldsmobile, Cadillac,
Elmore, and others.
Unfortunately,Durant got so carried away in
his "automobile acquisition crusade" that
GM suffered cash shortage with their sales
losing to Ford's.
And so, in 1910, General Motors showed Durant
the exit door.
But Durant did not give up.
Having regained his bearings, he reunited
with an old colleague from the days of the
Buick motor company, Louis-Joseph Chevrolet.
Durant knew the Swiss-born American as a man
whose competency for car mechanics matched
his passion for racing.
In 1909, Louis had participated in the Giant
Despair Hillclimb.
An oddly apt name, considering the Hillclimb
race was less about the racers themselves
and more about test-driving the competing
car brands they drove.
Therefore, when Durant offered a chance to
build more automobiles, Louis couldn't resist
signing his name on the dotted line alongside
Durant's.
In 1911, Louis co-founded the Chevrolet Motor
Company with Durant.
Durant used Louis’ racing status as a means
of building a motor company, and his way of
getting back at General Motors.
The first Chevrolet car, the Series C Classic
Six was designed by Etienne Planche with directions
by Louis.
The prototype was ready before the company
was incorporated even though the production
didn’t happen until 1913 where it was introduced
at an auto show in New York.
In 1914, Chevrolet redesigned its logo.
And so a "bowtie emblem" logo was used on
Chevrolet’s first produced cars in 1914:
the Chevrolet H series and L series models.
That same year, Durant and Louis argued about
their differing intentions for Chevrolet’s
future car designs.
Durant wanted simple and affordable cars that
would surpass those of Fords.
On the other hand, Louis preferred playing
it fast and loose, with luxury or racing cars.
These differences split these two associates
and Louis sold his shares of the company to
Durant.
Now alone at the helm, Durant was able to
focus on his next winning car design.
He achieved this in 1916 when the cheaper
Chevrolet Series 490 finally outpaced Ford
in sales and cemented Chevrolet’s place
among the big automobile names.
To say Chevrolet made huge profits during
this period would be a severe understatement.
Durant revisited General Motors as a controlling
investor, purchasing their stocks, which gave
him the leverage to launching himself into
leading General Motors once more.
By 1917, Durant had become the president of
General Motors.
All was right, now that Durant's "big automobile"
dream was back on track.
And of course, his first directive was merging
the highly successful Chevrolet into the parent
company General Motors as a separate division.
How Chevrolet Grew
In 1918, Chevrolet launched a new V8 powered
model, the Series D for open two-seat cars
and the touring cars that could seat 5 passengers.
These models didn't sell well though and they
were scrapped by the next year.
Given Chevrolet's successful track record
in the market, General Motors rebranded and
sold their commercial grade cars and trucks
as Chevrolet with similar appearances with
the Chevrolet’s vehicles in 1919 from Chevrolet
factories located in Flint, Michigan.
The automobile company built several branch
assembly plants in New York, Ohio, Missouri,
California, Texas, and Canada.
Somewhere between the 1920s and 1940s, Chevrolet
would see Durant's vision for "producing simple
and affordable cars" come true.
In fact, Chevrolet, Ford and Plymouth were
known to Americans as "the low priced three".
During this period, one of Chevrolet's most
notable cars was the Stovebolt introduced
in 1929, which was tag-lined "a six for the
price of four".
This and several generations of the car model
blew away the competition of Ford and Plymouth.
In 1953, the Chevy Corvette, a sport’s car
with two seats and a fiberglass body debuted
to become the first mass-produced sports car
in the United States, championing the "America's
Sports Car" appeal.
The appeal of the Corvette and other Chevrolet
passenger cars would be enhanced with the
first-time introduction of Rochester Ramjet
fuel-injection engine as a high-performance
option for the price of $484.
The Chevrolet small block V8 car design made
its debut in 1955 and remained in circulation
longer than other mass produced engines around
the world.
Modifications to the V8 engine including the
aluminum block and heads, the electronic engine
management and the port fuel injection gave
birth to the designs in production today.
In 1958, Chevrolet introduced the Impala series,
which went on to become one of the best-selling
American cars in history experiencing popularity
during the 60s and 70s.
The parent company General Motors introduced
Chevrolet to Europe in 2005.
With rebranded cars manufactured from the
General Motors branch in Korea acquired Daewoo
Motors.
The economic depression between 2007 and 2010
hit Chevrolet hard.
But the road to recovery began in 2010 with
the introduction of fuel-efficient cars and
trucks to compete with foreign automobile
manufacturers.
Within the same year, Chevrolet introduced
the plug-in hybrid electric vehicles, Chevrolet
Volt in America, which was sold under the
name Opel/Vauxhall Ampera throughout Europe
with a record 5,268 units soldand became the
world's best-selling plug-in hybrid electric
vehicle (PHEV) car in 2012, winning the award
for the North American Car of the Year, European
Car of the Year and World Green of the Year.
The series was then named the combined Volt/Ampera
that was sold across the world.
It exceeded the 100,000 unit sales milestone
in late 2005 and eleven years later the Volt
family of vehicles had become the world's
best-selling plug-in hybrid as well as the
third best selling electric car after the
Tesla Model S and the Nissan Leaf cars.
In 2011, Chevrolet set a global sales record
of 4.76 million vehicles sold worldwide
In late 2013, the Chevy brand was withdrawn
from Europe by General Motors leaving the
Corvette and Camero lines.
In 2016, Chevrolet unveiled the first affordable
mass-produced all-electric car the Chevrolet
Bolt EV.
This car too has won several awards.
Where Chevrolet Is Today
Chevrolet now has its headquarters in Detroit,
Michigan, and operates throughout 140 countries
in North and South America, Asia, Australia,
South Africa, and Europe with over two million
vehicles sold annually in the US alone and
a brand value of $11.5 billion.
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Why GM Failed In India
CNBC:
Over the last 20 years, the
Indian automotive market has grown from
about 500,000 new passenger cars,
hatchbacks, sedans and utilities to
about 3.5
million in 2018.
The market has an expected compound annual
growth rate of about 5 to
6 percent over the next 10 years.
But, some automakers have struggled
to make it work.
Among them is General
Motors, the largest U.S.
car company. GM stopped selling cars in
India in 2017 after years of
declining market share.
It's a striking move for GM, which
in recent years has also closed
shop in other regions around the
world, as leadership focuses on
maximizing profits and making investments
in new technologies such as
electric power trains
and mobility services.
With a population of more than
1 billion people, India is becoming
one of the world's
largest automotive markets.
The country is poised to surpass
Japan as the world's third biggest
new car market in 2021.
So while there is ample
opportunity for automakers, the Indian
landscape has been particularly difficult
to navigate, especially for
American firms. GM watched its share
of the Indian market erode
steadily over several years, bottoming out
at about one percent in
2016 just before the
automaker pulled out.
So if the Indian market is
growing, why did GM struggle, especially
when GM has been
so successful in China?
To be fair, quite a few automakers
tend to have difficulty in the
Indian market. First of all, India
is a massive country with a
diverse population of roughly 1.3
billion people.
India, I think, we are
definitely a complex market.
The income levels
are quite heterogeneous.
We are divided, actually into
urban India and rural India.
The consumer requirements are actually
different even the needs are
different in both these markets.
There are a few criteria a
mass market automaker ought to meet.
They are fuel efficiency, resale
value, proximity of service stations
and the affordability of parts
and low servicing costs.
I think first thing is price.
We are a country with a
very low per capita income.
Indians are very price sensitive.
But price is not the only factor.
So now the customer also needs
some more value, for example, with
styling elements. And then, I think,
the consumer also wants a global
brand. They want a
brand which is aspirational.
The consumer wants an overall combination of
all P's, you know it may
be product, it may be
price, it may be positioning.
Which makes the things
quite complicated for OEMs.
These might seem pretty attainable,
but many automakers have
struggled to meet these
in the country.
There are a couple of companies who
have managed to crack that code
and there are several more with shares
of the market ranging in size
from small to smaller.
By far, the most successful automaker
in India is the Japanese firm
Suzuki, which alone owns
half the Indian market.
Suzuki has enjoyed something of
a first mover advantage.
It was the first major automaker to
enter India, and it did so
through a joint venture
with Indian manufacturer Maruti.
Suzuki also specializes in highly
fuel efficient vehicles, which are
extremely important in
the Indian market.
After Suzuki, Korean maker Hyundai is
the second largest with 16
percent of the Indian market.
After that, Indian, Japanese and Korean
makers such as Honda, Tata,
Kia and Mahindra all more or less
have equal degrees of market share.
Kia in particular, is a relatively
late coming brand that has been
able to succeed in India.
I think an excellent example is
Kia Motors which recently entered, it
was a new brand and
they gave a great proposition.
They were in an SUV segment and
I think suddenly right from the month
one, we saw a great success
for this OEM, in India.
Then the remaining 10 percent of the
market is made up of others such
as Ford, Renault, BMW and Nissan.
Early on, GM entered the India market
with its Opel brand, a mass
market brand GM had
owned in Europe.
While Opel cars tended to be
affordable, they failed to resonate with
Indian buyers.
I think later on they realized that's
not a brand which is really
going to work well in India because
that was not a value proposition
which they were offering
to their customers.
But then GM introduced its Chevrolet
brand to the country, which
brought it more success.
It was a great success.
They launched a few great
products like Chevrolet Cruze Chevrolet
Beat. They had that start which
they were really looking forward.
Despite these efforts, the automaker had
trouble taking share in the
Indian market. It was the first
automaker to introduce a diesel fuel
powered car of its size.
At the time, the Chevrolet beat
was the smallest diesel powered car
customers could buy in India.
It was a strong proposition and
benefited from a government subsidy
on diesel engines.
But in the end, the
diesel Beat had few takers.
The company may also have made a
misstep by trying to introduce a
low-cost vehicle GM manufactured with
its Chinese partner SAIC called
the Chevrolet Sail.
Their plan got derailed with the
introduction of Sail because I think
they underestimated the consumer aspiration
and then, I think, the
decline started. GM also fell victim
to a kind of self-reinforcing
cycle. One challenge it struggled with
was the lack of an adequate
dealer and servicing network.
More premium brands such as Mercedes
and BMW often attract customers
with the means to travel
further for service and sales.
But, mass market brands such as
GM's Chevrolet are targeting middle
class buyers who value convenience.
Dealerships in India often sell a
single brand so GM's low sales
volumes meant a single dealer might sell
only a handful of cars in a
month and risk taking losses on
the costs of running the business.
In the end, such low market share
made it difficult for GM to justify
maintaining a presence
in the country.
The automaker officially stopped selling
cars in India on December
31, 2017.
GM told CNBC it explored many
options for its India business, but
ultimately withdrew after it
determined the increased investment
originally planned for the country would
not deliver the returns of
other global opportunities.
It continues to operate services
for existing Chevrolet customers in
the country. In September, the
automaker entered a long-term
partnership with Tata Consultancy Services,
which will do engineering
design for GM vehicles meant
for markets around the world.
The move out of India was part
of a larger pullback GM has been
making around the world as
it restructures its business.
We're seeing other automakers follow
suit as they're pruning.
They're pruning the dead branches and
focusing on where they can be
strong. For GM, this is a huge shift
because GM of old used to be all
things to everyone everywhere.
And, it has now decided that
is not the proper strategy.
The automaker told CNBC if it doesn't
see a clear path to leadership
and long term sustained profits in
a particular market, it will look
at opportunities to focus its resources
on areas that will lead to
the greatest results. It added that this
is the same approach it has
taken elsewhere.
The automaker also sold its
European operations to French carmaker
PSA in 2017.
At the time it pulled out of India
GM had two factories there, one in
the Gujarati city of Halol
and another in Talegaon.
The Halol plant was acquired by
MG Motor, the once famed British
brand now owned by Chinese
automaker SAIC Motor Corporation.
GM has a joint venture with
SAIC to produce cars in China.
Reports surfaced in November 2019 that
SAIC is also in talks to
acquire GM's Talegaon plant, along
with fellow Chinese automaker
Great Wall. GM told CNBC it
is exploring strategic options for the
plant. The move out of India was
a retreat for GM and for American
auto industry. Ford is starting
to do the same.
It's trimming some
of its offerings.
Global economy and global auto
market is slowing some.
Certainly true here in the
US, it's true in China.
There's just not enough money to
go around to every single market,
too every single vehicle line.
Look at Daimler and BMW,
they've announced major employee cuts.
But in some ways it might
have been a shrewd move.
The other thing that is happening
in the market that has never
happened before is we are on the
verge of massive disruption of the
industry. You know, we're going to
have a future of electric
vehicles, autonomous vehicles and new
ways to acquire personal
transportation and now
mobility service.
There's all kinds of things.
Nobody knows when that's going to happen
or how it's going to happen,
but it's requiring a
lot of investment.
Companies like GM just can't keep putting
a ton of money into the
future as well as a ton
of money in today's stuff.
While analysts do expect the
Indian automotive market to continue
growing in the foreseeable future, it
did hit a slump in 2019.
Maruti Suzuki sales were growing
until February 2019, but have
slipped every month, year
over year, until October.
Suzuki said in November that the slowing
Indian market was one of the
factors behind the company's falling overall
sales and net income in
its second fiscal quarter.
So I think right now the
market is going through turmoil.
Our economy is struggling and if
we only talk about the automotive
market we are talking about a decline
of minus 14 percent in 2019
calendar year light vehicles.
So obviously this year is the
kind of degrowth happening, which has
not happened in last
two decades, in India.
2020, we are just talking about a
kind of a flat growth but then
going forward, in 2021, '22, '23,
the assumption that our economy
should be back, you know, the
GDP growth rate will start growing
above seven percent. Indian
automotive analysts note the country's
auto industry has to contend
with the relatively recent rise of
mobility services such as ride
hailing. The potential of these
competing technologies is still
unknown, but could affect how
interested in car ownership Indians
remain in the future.
In the end, GM did make some of
the right choices when trying to go
into India. GM was right in
terms of localizing their products
typically for the Indian market, making
it, in line with the taxation
because they were able to save tax.
But, at the end of their day, were
really not able to match with what
the competitors were offering.
If the Indian economy picks back up,
GM may find itself trying to
profitably re-enter the country.
GM's rival Ford, which has been in
India since 1995, said in October
2019 it will create a new
joint venture with Indian manufacturer
Mahindra, which Ford said will help
it develop new products faster
and drive profitable growth.
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Chevrolet American Revolution Commercial from 2005
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Sweeney Buick GMC breaks ground on new Boardman headquarters
WKBN27:
Car sales, including GM's Chevy Cruze, down in 2017
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