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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.

2017 GMC Acadia loses 700 pounds, gains everywhere else

Ladies and gentlemen, welcome to Acadia. The 2017 version of the three-row GMC crossover has all kinds of newness. The 2017 Acadia has lost 700 pounds compared to its predecessor thanks to high-strength steels allowing redesigned parts, and the fact that it overall, the vehicle is actually smaller. Length is reduced by 7.2 inches on a wheelbase diminished by 6.4 inches, it is 3.5 inches narrower and sits 3.9 inches lower. The 2016 Acadia was 4,656 pounds, the 2017 is 3,956 pounds. GMC says it will still swallow people, but not as many: the eight-passenger option didn't make the transition, potential three-row trims permitting five-, six-, and seven-passenger configurations. While you lose space, you gain convenience with a split-folding second row featuring tilt-and-slide for both sections. The third-row seats fold flat into the cargo floor, and if the second row is folded as well, cargo capacity improves over the 2016 Acadia, 79 cubic feet compared to 70 cu-ft. A new 2.5-liter four-cylinder brings a second engine option to the spec sheet, returning an estimated 22 city miles per gallon and 28 highway mpg with the help of stop/start tech on front-wheel-drive trims. The new 3.6-liter V6 gets around 310 horsepower, a power bump of about 19 hp, and an estimated 25 highway mpg in front-wheel-drive guise. Towing capacity for that V6 goes down, though, from 5,200 on the current Acadia to an estimated 4,000 pounds. The optional Tow Vision Trailering system will make that pulling easier. Both engines are hooked to a six-speed automatic. Now we can get to its looks. Trademarks like the square, flared wheel arches, dark D-pillars, and wraparound rear side windows made the transition, everything else is new. While weight has gone down, safety's gone way up with internal changes like the splayed chassis members to confront the small-offset test. New active safety upgrades run from from three kinds of automatic braking systems to surround vision cameras, automatic high beam control, a safety alert seat, and a following distance indicator. Buyers can choose from a front-wheel drive, all-wheel drive, or All Terrain model, each with its own electronic drive selector modes. The Normal, Sport, and Trailer/Tow modes are common to the trio. The FWD gets a Snow mode, the AWD adds adaptive 4x4 and Off Road modes; on the AWD, the 2x4 mode disconnects the rear axle from the drivetrain.

GM program sees dealers taking on way more loaner cars

Given the volume of vehicles we're talking about, this is a significant development for GM's bottom line. Bring your car into the dealership for service, and you may need a loaner car in exchange. And with so many recalls being carried out, that means a lot of loaners – especially at General Motors dealerships. That could be one of the reasons why GM is massively expanding its loaner fleet program. While many Chevrolet and Buick-GMC dealerships have an on-site rental car location operated by a third party like Enterprise (which may or may not provide a GM vehicle), others manage their own loaner fleets. But while the range of dealerships operating such fleets was once small, reports Automotive News, the number has been growing rapidly: from the locations responsible for only 20 percent of those brands' sales two years ago to about 90 percent today. The impetus for that growth comes down to a massive expansion of GM's Courtesy Transportation Program. The initiative encourages dealers to ramp up their loaner fleet to a maximum size determined by GM, with a mix determined by the dealer itself, so that a showroom in Texas can be bolstered with a fleet of pickup trucks and a dealer in California can employ more Volt and Camaro Convertible loaners. The dealership gets a $500 credit for each vehicle its puts in its fleet, and can use those vehicles as loaners for service customers, as multi-day test drivers or to rent out separately. The vehicles remain in the dealer's fleet for 90 days or 7,500 miles, then they can be sold as used, but with new-car incentives. The dealer gets a fleet of loaners, customers get to use the loaners, try out a new car overnight or buy a barely used car with attractive incentives, and GM gets to clock more sales. But therein lies the kicker: the automaker counts the dispatch of the loaner new vehicle to the dealership as a new-car sale, which could end up distorting its sales figures. Counting loaner vehicles as sold vehicles is something of an industry-standard practice, but given the volume of vehicles we're talking about, this is a significant development for GM's bottom line. One dealership - Paddock Chevrolet in Kenmore, NY, for example - had no loaner fleet two years ago, but now runs a fleet of 50 vehicles. Multiply that by the 4,000 or so dealers GM has across America and you're talking about the potential for hundreds of thousands of these sorts of sales.