2001 Buick Park Avenue Base Sedan 4-door 3.8l on 2040-cars

Auto blog

Looking back at how and why GM saved Buick

Still uncomfortably fresh in our collective minds is 2008, the year when the US economy tanked, auto sales collapsed, and both General Motors and Chrysler endured federally managed bankruptcies. Then 2009, when, among other draconian measures, the government task forces dictating what they were compelled to do to earn taxpayer financial support ordered thousands of dealers cut and GM to discontinue four of its eight US brands. Three of those chosen for GM's axe were fairly obvious: off-road icon Hummer had become politically incorrect, Swedish-born Saab was a perennial money loser, and product-starved Saturn had sadly sagged after its strong early start. On the other hand, high-volume value brand Chevrolet, luxury Cadillac, and high-profit GMC seemed clear keepers. That left Pontiac and Buick, both boasting strong brand heritage and histories but both languishing at the time with lackluster image and sales. Most believed that "old man's car" Buick would be killed and once-youthful Pontiac and its performance image would be revived. So few understood why when exactly the opposite happened: Buick lived, Pontiac died. One key factor was Buick's long, distinguished history in China. In the early 20th century, many of that country's most influential citizens owned, drove, or were driven in Buicks. By 1930, one out of every six cars on the roads in Shanghai was a Buick. So when GM launched vehicle production at a Shanghai joint-venture plant in 1999, the chosen brand was Buick. Today it remains GM's best-selling brand in that fast-growing market. Another was an appealing new design direction that began with a shapely 2006 three-row crossover concept called Enclave. Inspired by the Buick Velite concept convertible of 2004, its curvaceous "form vocabulary," GM Design vice president Ed Welburn said at the time, previewed coming Buick production car and CUV design. "The body shape flows, like there's wind blowing over it," he enthused, adding that the Enclave concept's richly trimmed cabin foretold "a renaissance in interior design for GM." And when the production Enclave arrived for 2008, followed by platform siblings from Saturn and GMC (and later Chevrolet), it indeed caught the public's eye and started selling well. And once past GM's painful and embarrassing bankruptcy, Buick has been on a major roll. Continuing to sell strongly in China while growing substantially in the US, it has enjoyed four straight years of global sales records.

Junkyard Gem: 2006 Buick Lucerne CXL

When The General's Buick Division axed the LeSabre and Park Avenue names in 2005 (after 46 and 30 years, respectively, though the Park Avenue returned a few years later in China), the replacement top-of-the-line Buick sedan became the new Lucerne. It wasn't the Buick with the biggest price tag that year— those honors went to the Terraza minivan and Rainier SUV— but it became the flag-bearer for a bloodline of cushy, prestigious Buick sedans that stretched all the way back to the early days of the American auto industry. Lucerne sales for the 2006 and 2007 model years went pretty well, and now enough time has passed that some of these cars are showing up in the self-service car boneyards I frequent. Here's a first-year example with the optional Northstar V8 engine, found in a Northern California yard last summer. Plenty of American cars have been named after cities in Italy, France, and Spain, but the Lucerne is the only one I can think of that bears the name of a Swiss city (to be fair, the entire Chevrolet Division is named after a Swiss man, so Switzerland didn't really get shortchanged by The General in the naming department). CXL was the Lucerne's mid-grade trim level, sandwiched between the CX and CSX. The high-zoot Lucerne CSX got the 4.6-liter Northstar as standard equipment, but this quad-cam V8 and its 279 horses cost extra on the CXL. The base engine for the CX and CXL was the good old 3.8-liter pushrod Buick V6, rated at 197 horsepower. No US-market 2006 Buick could be purchased new with a manual transmission; this car has a four-speed automatic. In a Buick tradition stretching back to the late 1940s, this car boasts flashy "Ventiports" on the fenders. In past years, the number of ports on each side designated the car's intended swank level; starting with the Lucerne, they indicated the number of engine cylinders. So, when you're crawling around your local Ewe Pullet and looking for Northstars, seek out the Lucernes with the four-hole Ventiports. "Leather-appointed" power bucket seats and "wood-toned" trim were standard on the CXL, as well as an MP3-capable CD player with six speakers. By 2006, most American vehicle shoppers seeking something big and luxurious chose trucks and truck-like machines, but the market still supported quite a few sedan models such as the Lucerne. Most US-market GM vehicles got these little square "Mark of Excellence" fender badges during the late 2000s.

Frustrated GM investors ask what more Mary Barra can do

DETROIT — General Motors Co Chief Executive Mary Barra has transformed the No. 1 U.S. automaker in her almost five years in charge, but that is still not enough to satisfy investors. Ahead of third-quarter results due on Oct. 31, GM shares are trading about 6 percent below the $33 per share price at which they launched in 2010 in a post-bankruptcy initial public offering. The Detroit carmaker's stock is down 22 percent since Barra took over in January 2014. After hitting an all-time high of $46.48 on Oct. 24, 2017, the shares have declined 33 percent. In the same period, the Standard & Poor's 500 index has climbed 7.8 percent. Several shareholders contacted by Reuters said GM could face a third major action by activist shareholders in less than four years if the share price does not improve. "I've been expecting it," said John Levin, chairman of Levin Capital Strategies. "It just seems a tempting morsel to somebody." Levin's firm owns more than seven million GM shares. Barra has guided the company through the settlement of a federal criminal probe of a mishandled safety recall, sold off money-losing European operations, and returned $25 billion to shareholders through dividends and stock buybacks from 2012 through 2017. GM declined to comment for this story, but the company's executives privately express frustration with the market's reluctance to see it as anything more than a manufacturer tied mainly to auto market sales cycles. GM's profitable North American truck and SUV business and its money-making China operations are valued at just $14 billion, excluding the value of GM's stake in its $14.6 billion Cruise automated vehicle business and its cash reserves from its $44 billion market capitalization. The recent slump in the Chinese market, GM's largest, and plateauing U.S. demand are ratcheting up the pressure. GM is one of the few global automakers without a founding family or a government to serve as a bulwark against corporate raiders. In 2015, a group led by investor Harry Wilson pressed GM to launch a $5 billion share buyback, and commit to what is now an $18 billion ceiling on the level of cash the company would hold. In 2017, GM fended off a call by hedge fund manager David Einhorn to split its common stock shares into two classes. Einhorn, whose firm still owned more than 21 million shares at the end of June, declined to comment about GM's stock price. Other investors said there were no clear alternatives to Barra's approach.