GM's Pension Fund Problems
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Case Details:
Case Code : HROB077
Case Length : 21 Pages
Period : 1995 - 2005
Pub. Date : 2006
Teaching Note :Not Available Organization : GM
Industry : Automobile
Countries : US
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HROB077) click on the button below, and select the case from the list of available cases:
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"The company's market share doesn't support its size. They have too many plants, too many workers, too many models, too many dealers and their employee benefits are too high." 1
- Stephen Girsky, Chief Auto Analyst at Morgan Stanley,2 on the problems at GM.
"It's strange. When I joined GM 28 years ago, I did it because I love cars and trucks. I had no idea I'd wind up working as a health care administrator." 3
- Rick Wagoner, Chairman and CEO of GM, on rising healthcare costs at the company.
Introduction
For the third quarter ended September 30, 2005, GM lost US$ 1.6 billion on net sales of US$ 47.2 billion, the largest quarterly loss reported by the company since 1992 (Refer Exhibit I for GM's financial performance). With this loss, GM, the world's largest automobile manufacturer, had lost US$ 4 billion for the first nine months of fiscal 2005.
GM's financial performance had been severely affected by its rising pension costs, employee and retiree healthcare costs and decreasing market share in the US market. The company's US market share fell to less than 25% in 2005 from nearly 40% in 1986 (Refer Exhibit II for GM's US market share in the last two decades). The increase in fuel prices had also hit GM's top selling sports utility vehicle (SUV)4 business (Refer Exhibit III for oil prices in the US between 2003 and 2005). And there were still more problems. GM's position as the world's largest automobile manufacturer was under severe threat from the Japanese auto major - Toyota Motor Corporation5 (Toyota). Toyota had already overtaken Ford Motor Company6 to take the second position in worldwide automobile manufacturing in 2004.
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In May 2005, Standard & Poor's Ratings Services7 downgraded the corporate credit ratings of GM and its wholly-owned financial subsidiary, General Motors Acceptance Corporation (GMAC)8 to junk status; this led to an increase in borrowing costs for GM and reduced its fund raising options. GM was thinking of selling off some portion of its 51% stake in GMAC to raise money and to help GMAC improve its credit rating.
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Another major setback for GM occurred in October 2005 when Delphi Corporation (Delphi),9 the leading auto component manufacturing firm spun-off by GM in 1999, filed for bankruptcy. Under the spin-off agreement, GM was liable to pay US$ 12 billion in post-employment benefits to Delphi. Analysts said that the bankruptcy filing by Delphi increased the chances of GM having to file for bankruptcy. GM and GMAC's consolidated debt was more than US$ 300 billion at the end of 2004.10 Analysts were already speculating as to the possibility of GM itself filing for bankruptcy; Kevin Tynan, group analyst at Argus Research11 was even willing to put a time frame on it, saying, "I wouldn't say two years, and I wouldn't say five years."12 |
GM's Pension Fund Problems
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