|
|
ONLINE FEATURES
Book Reviews
BW Video
Columnists
Interactive Gallery
Newsletters
Past Covers
Philanthropy
Podcasts
Special Reports
BLOGS
Auto Beat
Bangalore Tigers
Blogspotting
Brand New Day
Byte of the Apple
Economics Unbound
Eye on Asia
Fine On Media
Green Biz
Hot Property
Investing Insights
Management IQ
NEXT: Innovation
NussbaumOnDesign
Tech Beat
Working Parents
TECHNOLOGY
J.D. Power Ratings
Product Reviews
Tech Stats
Wildstrom: Tech Maven
AUTOS
Home Page
Auto Reviews
Classic Cars
Car Care & Safety
Hybrids
INNOVATION
& DESIGN Home Page Architecture Brand Equity Auto Design Game Room SMALLBIZ Smart Answers Success Stories Today's Tip INVESTING Investing: Europe Annual Reports BW 50 S&P Picks & Pans Stock Screeners Free S&P Stock Report SCOREBOARDS Hot Growth 100 Mutual Funds Info Tech 100 S&P 500 B-SCHOOLS Undergrad Programs MBA Blogs MBA Profiles MBA Rankings Who's Hiring Grads | |
JULY 9, 2007
What Drives Consumers Not To Buy GM Cars "Putting designers in the driver's seat" (Design, June 18) clearly reveals what's wrong with American auto companies. They just won't listen! Only once does Chevrolet Malibu designer Clay Dean use the word "consumer." He speaks mostly of other cars, strains between design and engineering, costs, designer stress, and aesthetics. And all the while, consumers with years of driving experience are standing on the sidelines jumping up and down, yelling: "Ask me! Ask me!" But the design entourage hurries past without giving us the time of day. What could we possibly know. We're told that "Dean was also looking for a rakish bulge in the hood to convey power." So, Clay, how about giving us some real power...and some fuel economy and headroom while you're at it. In the same June 18 issue, wine critic Robert Parker says: "If you detect a vegetal character, say asparagus or green beans, the wine is flawed." Seems to me that some asparagus has found its way into the Malibu's design process. Ed Powers Lumberton, N.C. We buy a car every five years and currently own four cars, a motorcycle, and a 1948 airplane. Only three of the cars have memorable, fun-to-drive features. Technical, and not aesthetic, design prompts our purchase decisions. Americans have switched from Detroit Big Three vehicles to Honda (HMC ) and Toyota (TM ) vehicles not for visual design features but for durability, reliability, good fuel consumption, and low full cost of operation. Detroit needs to offer five-passenger, 35-mile-per-gallon vehicles with 100,000-mile bumper-to-bumper warranties over 10 years of ownership to cause satisfied Honda and Toyota buyers to switch. Subsidizing $65-an-hour United Auto Workers wage and benefit packages is not on our priority list. Joseph J. Neff Corning, Calif. I wish General Motors (GM ) all the luck with the new Malibu. They will need it. Although the car does look great, I doubt it can beat the Camry or the Accord. Several years ago, my Dad bought a 1998 Malibu. By the time his car reached the 15,500-mile mark, he had to replace the front discs and brake pads. Pretty early if you ask me. Meanwhile, a friend who drives a Honda Accord changed his front brakes when he reached the 30,000-mile mark. Design is important. But when will Detroit understand that car buyers want reliability and durability, not just over a one-, two-, or three-year period but very long-term durability? Cars like the Camry still feel nimble and solid after 6, 8, or even 10 years of use. Granted, the Big Three have made great strides in quality, but they still have a long way to go. As for the Malibu, please GM, don't skimp on the quality of your components. You will just drive more customers to Toyota and Honda. Louis Lafortune Gatineau, Quebec GM's [strategy] makes sense because the design is what gets us consumers in the door. With four children and their friends, I look to fill all the "advertised" seats. Unfortunately, not seeing rear center headrests in GM vehicles makes me walk right back out. I have been driving Hondas and Toyotas and would love to shop for an American vehicle such as the stylishly new Chevy Suburban or GMC Acadia. So, whose kids do I place into those seats without headrests? My neighbors'? Sorry, GM, you need functionality along with the design. Eric Weitze Skillman, N.J. Putting more focus on automobile design certainly can't hurt General Motors' prospects, but better looks won't make up for woefully behind-the-times transmissions (only now is GM starting to offer automatics with five speeds—and it's a costly option), badly outclassed engines based on ancient push-rod technology, and steering and suspension that communicate little-to-no feel for the road. A year from now, when traveling BusinessWeek readers turn in their spiffy-looking new Malibus at the rental car desk, they'll be glad they're going home to their Altimas (NSANY ), Accords, Camrys, Azeras, and Passats. They might not know exactly which outdated technology it was that made the GM product they just drove for several days so unsatisfying, but they'll know nonetheless that their own cars are much more fun and enjoyable to drive. The underwhelming experience of actually driving GM products is just one reason an ever-increasing number of Americans don't even consider GM products when it's time to buy a new car, no matter how they look. Let's not get started on the GM brand image, real and perceived quality issues, residual value, etc. Glenn Peake Atlanta What an unlikely juxtaposition: General Motors and Google (GOOG ) ("The man behind the Google doodle," Corporation, June 18) in back-to-back articles. The core message—and good news—is that artistic freedom can benefit any organization, whether it be considered leading-edge or lagging-edge. Robert W. Keidel Associate Professor of Management LeBow College of Business Drexel University Philadelphia Different Takes On The Worth Of Women's Networks Your article "What works in women's networks" (Managing, June 18) highlighted a growing trend, currently being mimicked by large corporate law firms. Over the past five years, we have witnessed the formalization of dedicated networks at law firms, with our online profiles of the top 300 U.S. law firms presently linking to a significant number of women's initiatives, focused primarily at ensuring the promotion and success of women. Given the paucity of women partners at the top law firms and today's increasingly stressful and pressured work environment, the need for active support and encouragement of female attorneys can not be doubted. Such parallel developments in business and law also reveal that the law business as practiced at today's global law firms is not immune to the same pressures as other businesses and must respond accordingly to remain competitive in today's marketplace. Gary Rindner Founder, Law Periscope Chappaqua, N.Y. Periodically, articles pop up like your recent article on women's networks. In just about every case the theme is for men to adapt to women's behavior. In the name of diversity and fairness, the women's networks should teach women how to get along with men, to be more appreciative of masculine characteristics, and to modify their own behavior so they can more effectively function with male colleagues. A meeting in the middle is a lot more appropriate. Rick Cunnington Oro Valley, Ariz.   How One Bank Got Green Results Your recent article titled "Black marks for 'green' banks" (UpFront, June 18) highlights the difficulty and confusion well-intentioned organizations face when trying to credibly measure the impact of their "green" initiatives. Much more work will be done before unambiguous yardsticks can be developed. However, I can tell you of one action taken by a bank that will net unambiguous green results: Bank of America has recently funded the $65 million acquisition of 50,365 acres of redwood timberland. This acquisition was funded in a way that allows these lands to recover from decades of industrial harvest levels....When it comes to giving out marks for green banks, the Bank of America deserves an A+ on this project. Donald S. Kemp Executive Director Redwood Forest Foundation Inc. Gualala, Calif.
| | |
 Copyright 2007, by The McGraw-Hill Companies Inc. All rights reserved.Terms of Use | Privacy Notice |
Printer-Friendly Version