By Paul Ingrassia
With an up-to-date Afterword through the author
This is the epic saga of the yankee vehicle industry’s upward push and death, a compelling tale of hubris, overlooked possibilities, and self-inflicted wounds that culminates with the president of the us ushering of Detroit’s tremendous 3 automobile companies—once proud symbols of prosperity—through financial disaster. With unparalleled entry, Pulitzer Prize winner Paul Ingrassia takes us from manufacturing facility flooring to small-town dealerships to Detroit’s boardrooms to the White condo. Ingrassia solutions the large questions: used to be Detroit’s self-destruction inevitable? What have been the major turning issues? Why did jap automakers deal with American employees larger than the yank businesses themselves did? entire with a brand new Afterword delivering clean insights into the continued upheaval within the automobile industry—the travails of Toyota, the revolving-door administration and IPO at basic automobiles, the unforeseen growth at Chrysler, and the Obama administration’s stake in Detroit’s recovery—Crash Course addresses a serious query: the USA bailed out GM, yet who will bail out the US?
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Extra resources for Crash Course: The American Automobile Industry's Road to Bankruptcy and Bailout - and Beyond
A financial rescue from people who insisted, in return, that the CEO resign. Was this GM in 1920 or GM in 2009? It was both, actually, though in 2009 the money would come from the government, and the CEO would be named Rick instead of Billy. But the similarities are more striking than the differences. In 1920, meanwhile, Pierre du Pont’s mission was to stablize GM and find a long-term leader for the company. Thirty months later, on May 10, 1923, Alfred Sloan was elected president and CEO of General Motors.
Sloan graduated in just three years, in 1895, with an engineering degree and a Phi Beta Kappa key. Through a friend of his father’s Sloan landed a job at Hyatt Roller Bearing, a New Jersey company that made bearings for sugarcane-crushing machines and was teetering on failure. But Sloan believed Hyatt’s product—a proprietary ball bearing flexible enough to adjust to its housing, a capability that made machinery run better—had broad potential. In 1899 his father and a partner put up $2,500 each to buy the little company and installed Alfred Jr.
Durant replied, “There won’t be any trouble. ” Indeed, Durant had amassed more than half of GM’s shares, or so he claimed. ” Chevrolet was just one-fifth the size of GM, which made Durant’s feat the equivalent of a corporate minnow swallowing a whale. Durant installed the blue-blooded Pierre S. du Pont as board chairman, giving comfort both to GM’s bankers and to the du Ponts, who were plowing their munitions profits from the war in Europe into buying GM shares. Durant took the post of president (and CEO) for himself and convinced Walter Chrysler to stay.