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Old 12-07-2012, 10:51 PM
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My Research paper on the TrailVoy and its comeback!

I was assigned a research topic on bringing a product to a new country, naturally I decided to write an argument as to why GM should bring the TB back to the states!

Please let me know what you think! The information on this site was a huge help, and thanks to member FLY_FIS who I quoted a few times.

Let me know what yall think! I hope GM brings it back!

Heres the text of it:


The mid-1990s marked a drastic shift in consumer automobile preferences throughout the world, most notably in the United States as midsized Sport Utility Vehicles, or SUVs, became immensely popular. Featuring large cabins, better safety features, and higher ground clearance, Americans began to choose SUVs over station wagons and minivans, the more typical large-size, family vehicles. By the late 1990s, Ford’s Explorer and Jeep’s Grand Cherokee were two of their most profitable products, and some of the highest-selling vehicles in America. In 2001, General Motors introduced the Chevrolet Trailblazer, which would go on to become one of the most popular vehicles its time - including the highest selling SUV of 2005. However, by the end of the decade, changing market conditions led many consumers to turn to Crossover SUV’s in favor of the midsized SUV. Changing demand and decreasing sales forced GM to eventually cancel production of the Trailblazer in North America and shift focus to Crossover SUV’s. Meanwhile, Ford and Jeep did not give up on the segment as easily, opting to instead refresh their midsize SUV offerings in the early 2010s. In 2011, GM announced plans to re-release a redesigned version of the Trailblazer in foreign markets, with no plans for availability in North America. In analyzing the immense success of Ford and Jeep’s newly redesigned vehicles, our group has determined there is still high demand for the midsize SUV segment in North America. We believe that these and other factors create a new, unique opportunity for General Motors: If introduced with careful consideration and marketed correctly, the redesigned Chevrolet Trailblazer has the potential to regain its title as one of the highest selling vehicles in America.

In 2001, General Motors announced the 2002 Chevrolet Trailblazer, a mid-sized SUV that could more directly compete with the popular Ford Explorer and Jeep Grand Cherokee. Produced on the GMT-360 platform in Moraine, Ohio, the Trailblazer - along with the GMC Envoy and Oldsmobile Bravada - was introduced to compete more aggressively than GM’s current SUV - The Chevrolet Blazer. Early reviews were mostly positive; in March 2001, Car and Driver described the Trailblazer as GM’s “square, broad, and brawny” version of Blazer. Improvements made on the Trailblazer to differentiate it from the Blazer included creating a stiffer frame to allow smoother driving and handling, a new engine that reduced exhaust emission and improved fuel economy, and a general increase in size. At this time, people had a greater affinity for larger SUVs, such as the Ford Explorer. Upon launch, the initial models were offered in 2WD and 4x4 versions, and were both equipped and priced similarly to the competition, starting at about $25,500 for the base model 2WD Trailblazer.

With a successful launch, positive reviews, and increased market share, General Motors began to gain momentum in the segment, and in 2002 the Trailblazer won the The North American Truck of the Year award. By benchmarking the competition, GM identified key areas and features to improve the Trailblazer. Two features that the Trailblazer did not offer in its 2002 model, but the Ford Explorer did, was optional third row seating and independent rear suspension. GM reacted to this demand with agility, and the issue was addressed for the following model year with the addition of the “EXT” Trim. In 2005, Jeep announced its racing-inspired “SRT-8”, which Chevrolet quickly countered with the release of the Corvette-based Trailblazer SS model. The Trailblazer SS featured an all-wheel drive capability and a V8 Engine, which helped the Trailblazer appeal to even more customers. By continuously improving its features offering a number of options, GM was able to successfully market the Trailblazer to the masses; in 2005 the Chevrolet Trailblazer became the tenth best selling car in America. With 244,150 vehicles sold, the Trailblazer surpassed the Explorer and Grand Cherokee to become the highest selling SUV of 2005. (See Figure Below)



After 2006, sales of this segment fell tremendously (see chart). Rising oil prices and a sluggish economy turned many consumers away from the expensive, inefficient SUVs. These rising prices not only affected the sales of the Chevrolet Trailblazer but the segment as a whole, as consumers began to look for more fuel efficient options that reduced their spending on gasoline. Additionally, there was increased awareness and understanding of the negative impact of carbon emissions on the environment. The public image of SUV’s took a major hit as many blamed the SUVs as a main culprit in the degradation of the environment.

While sales of all three competitors declined after 2005, the Trailblazer’s was the most severe. In 2006, the next generation Jeep Grand Cherokees and Ford Explorers were introduced, which helped spark sales and allow the two companies to stay afloat throughout the recession. Initially, General Motors had planned to follow suit and begin production of the next-generation TrailBlazer platform (GMT361) in the Spring of 2007. However, in June 2006, months before its scheduled launch; GM announced that plans for the GMT361 would be cancelled due to the large investment, but that the current generation would remain in production through 2009. This announcement indirectly discouraged remaining prospective TrailBlazer customers, as most vehicles tend to drastically depreciate after their cancellation. Between 2007 and 2009, TrailBlazer sales had nearly slowed to a complete stop, with vehicle sales falling down to just 8829 vehicles in 2009, a decrease of -1500% in this time. With no drastic updates to the line since its 2001 introduction, the blatantly dated TrailBlazer couldn’t compete with the refreshed Grand Cherokee and Explorer, which included modern features and stylistic improvements like MP3 compatibility, USB Charging Ports, improved GPS features, and satellite radio. Production of the Trailblazer officially ended on December 23, 2008, and GM began to shift its focus to more fuel efficient replacements.
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Old 12-07-2012, 10:52 PM
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The Competition and Their Redesigned Vehicles
By the end of the decade, people were beginning to look at more fuel efficient and hybrid options when considering the purchase of their next automobile. Automotive companies tried to shine a new light on the idea of a sports utility vehicle as being a more trendy, eco-friendly substitute, but still had the strength and performance as the larger trucks and SUVs in the market. Chevrolet’s official replacement for the TrailBlazer was the Traverse crossover, which featured a smaller engine and better fuel economy, standard 3rd row of seats, and more modern styling and features compared to the TrailBlazer. For 5 passenger SUVs, Chevrolet attempted to meet demand through its redesigned Equinox crossover. While these two models were both more fuel efficient and modern than the TrailBlazer, Featuring a unibody frame, All-wheel drive, and smaller engines, many fans found these replacements to be underpowered and less capable than the Trailblazer, which featured a more solid body-on-frame structure, powerful engine, and dedicated manual 4-wheel drive.

Opting to remain in the midsize SUV market, Ford and Jeep introduced updated models in 2011, breathing new life into the midsize segment. Initial reception was tremendous, and demand for these models was high. The Explorer and Grand Cherokee managed to drastically improve fuel economy while maintaining their rugged SUV image selling 135,139 and 127,744 vehicles in 2011, respectively. The Ford Explorer and Jeep Grand Cherokee have been successful at steering away from their past “gas-guzzler” reputations through marketing the increased efficiency of these models along with a less “boxy” redesign. These new SUVs have become popular with consumers through the way they consume gas like a car and perform like a truck.

The 2013 TrailBlazer was unveiled as a concept model at the 2011 Dubai Motor Show. On March 21, 2012, GM introduced the production version of the TrailBlazer at the Bangkok Motor Show, and would be available soon in a number of foreign markets. Unfortunately, GM announced that there were no plans to bring the vehicle to America, stating that fuel economy regulations and the push to crossovers made the vehicle impractical. In June 2013, a production version of 2013 TrailBlazer was first available in Thailand, and a test drive was held with a few members of the Thai media on June 19. The journalists took the all-new SUV on a 500 kilometer road test, extending from Bangkok to Chok Chai Farm that included highway, back-road, and off-road activities at the farm to exhibit the new Trailblazer’s versatility. The journalists and GM representatives alike noted the Trailblazer’s ability to navigate the uneven terrain at the farm, while still providing a smooth highway drive similar to that of a luxury car (2). Following the test drive, the 2013 Trailblazer was released for sale to the public in July. Since the Trailblazer’s release, Chevrolet Thailand has had record breaking sales, with a 19% increase from July to August alone (4).

Similar to the initial Trailblazer launch, The new Trailblazer is available in two different models. Both models feature a similar body-on-frame as the Chevrolet’s all-new Colorado pickup, but still has the comfort and handling as a crossover. These models will have three rows of seats that comfortably sit seven people, and the seats can tumble and fold flat. Customers are able to choose between a two- or four-wheel drive. The entry model features a 5-speed manual transmission. This Trailblazer is capable of towing a capacity of 5,511 lbs, and is available in Thailand for THB 1,059,000, which would be $33,574.32 USD. The second option features a six-speed automatic transmission with a towing capacity of 6,613.8 lbs, and is available for THB 1,489,000, which would equate to $47,206.96 USD.

The Argument to Bring it back to America
Although GM has announced that there are currently no plans to bring the new Trailblazer to America, we strongly believe that the vehicle provides tremendous opportunity for the company. If GM can successfully overcome the following obstacles and roadblocks, they have the potential to hit a homerun in reviving the Trailblazer in North America:

GM’s primary arguments against the move are related to fuel efficiency regulations and the move to crossovers. We’ve inferred that GM also believes there is little to no demand for these vehicles anymore.
According to Motor Trend, “Chevrolet officials feel the new model would steal sales away from existing crossovers like the Equinox and Traverse, and also note that the rugged truck chassis of the new global Chevrolet Trailblazer is better suited for countries with poor roads.”

We feel as though the Equinox and Traverse, while technically classified as SUV’s, would not be cannibalized by the Trailblazer. In analyzing feedback from current Midsize SUV owners as well as sales data among the 3 companies, we feel as though this is a poor assumption on GM’s part. First, the capabilities of the Trailblazer vs. the Traverse are quite dissimilar. Ford and Jeep’s midsize SUVs have more in common with Trailblazer than the Traverse does. People looking to purchase a rugged, powerful, and capable SUV like the Trailblazer would actually look into the Explorer or Jeep before considering the Traverse. According to Trailblazer enthusiast website TrailVoy.com, a number of members posted that they planned on purchasing either the Jeep or Ford when their GMT360 SUV’s eventually die out. “FLY FIS”, a retired GM sales employee who worked at a GM Dealership in Concord, NH. for 20 years posted his insight: “You are right when you say the Acadia replaced the Envoy, but it is a different vehicle altogether. Everything is different from the frame to the 4wd, Awd and even the motor. The main thing that most object to is the lack of 4wd and a selectable switch for a low range”

As for fuel economy, it can be argued that the new Trailblazer will have a more fuel efficient engine, which, when converted to American measurements, will get about 20 miles per gallon(mpg). This is much higher than the previous generation, which was estimated at only about 15 mpg. The main reason for the fall of last generations SUV’s was more about oil prices than the environment, however. With that being said, it appears that oil prices may begin to fall in the near future. America is going to surpass Saudi Arabia as the top oil producer by 2020, and is hopefully going to be energy independent by 2030 (12). From 2008 to 2011, U.S. crude oil production increased 14%. This is due to increased technology, such as hydraulic fracking, and high world prices. Although the new Trailblazer is capable off-road, reviews have stated that it features a smooth ride on the road. We believe that this versatility will continue to be important to customers, as it’s off-road handling and all weather performance played a major factor in the initial popularity of this line.
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Old 12-07-2012, 10:53 PM
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The Auto Dealership Association released data that suggested as gas prices reached $5 per gallon, sales of SUVs would decrease (6). However, many experts say gas prices are not high enough to incite this behavior, and increases in technology have enabled car manufacturers to create SUVs with excellent fuel efficiency (5). One out of every three new cars purchased today in the U.S. is an SUV according to Time Magazine, compared to 1 in 5 new cars in the late 90s and early 00s (5). With this large of a market available, Chevrolet’s introduction of the new Trailblazer would surely create a lot of attention from both past Trailblazer customers as well as people looking for a new SUV. Chevrolet’s loyal Trailblazer customers have had to look at other automotive brands for a similar vehicle. Chevrolet’s Traverse and Equinox have been too small for these Trailblazer loyalists and the Suburban and Tahoe too large. Many blogs have been written expressing these loyalists’ desire for the Trailblazer to return to the United States and not just be sold in Thailand and other countries overseas (8, 9, 10). In these blogs, numerous individuals wrote about the lack of a car such as the Trailblazer in Chevrolet’s SUV lineup.

Chevrolet loyalists continuing to pressure that the company bring back the Chevrolet Trailblazer. The sales data, competitor information, and trends suggest that demand is there, and it is important for the company to realize that part of the consumer market is not being met by the models they have available in the U.S. People are still looking for a powerful performance SUV that they can use recreationally as well as everyday. Another post from TrailVoy.com member “Fly Fis” stated, “My belief is, although, there are enough customers looking for this particular size vehicle, hence its reappearing in other markets. If there is enough call for this vehicle in the US, I believe it will reappear. I, like most of you all, like and enjoy the vehicle. I have an 08 Liquid Silver Envoy 4wd SLE2 trim, and my wife drives an 09 Black Envoy 4wd SLT. It is a good solid vehicle and I really hope GM will bring it back!” However, this doesn’t mean that introducing the Trailblazer in America would be a quick and easy process. There would be a number of obstacles GM must overcome to ensure a successful launch in North America.

Other Implications
GM would begin with a number of advantages in introducing the Trailblazer in North America. Chevrolet is an American brand owned by GM. If the Trailblazer was released in the U.S. people would generally support it because it is an American made car, and creating American jobs is always a highly respected move no matter the company or industry. Once GM gives the product the green light, Chevrolet will be able to implement effective promotional tactics that will help create buzz around the reintroduction of the Trailblazer before it is officially launched in the U.S. market. The company should start with unveiling the car a year before its release at the North American Auto Show in Detroit.

As we mentioned, the previous generation received a poor reputation for their fuel economy. While efficiency wasn’t on the minds of consumers during the 2001 launch, this time around it is going to be very important to emphasize fuel efficiency in the promotion of the Trailblazer. In addition to direct marketing strategies surrounding the launch, the Trailblazer will have a number of indirect advantages that will aid in promoting the new vehicle. For one, the Trailblazer was an iconic GM vehicle that sold hundreds of thousands of models, and has tremendous brand equity in its name. The previous generation was only recently discontinued, meaning there are still thousands of these vehicles on the road, so most people will immediately think of the SUV when it is announced. It is vital that GM retains the Trailblazer brand name as it gives them an advantage from the start. When Ford introduced the Ford 500 in 2005, initial sales were relatively disappointing. In 2008, they rebadged the vehicle naming it the Taurus, with little additional change to the model. The power of the Taurus name alone provided an enormous spark to its sales. These promotional and advertising considerations will help create the urgency for customers to want to purchase the new Trailblazer.

The launch of the Trailblazer should be introduced to U.S. market within two to three years. While offering a new model would initially require a ridiculous investment, it has been announced that the new Colorado will be available in America in the near future. Overseas, the Colorado is produced on the same platform as the new Trailblazer, so GM would not incur the drastic costs of building a new plant/modifying an existing plant. With this time frame Chevrolet will be able to the make changes for the model it needs to before it will successfully sell in the market. The Trailblazer will need to be modified so that the left side of the car is the driver’s side and the right side for the passenger. Chevrolet is going to need to create an engine that will be able to have this high mpg, while offering the highly demanded power and price, so they may want to look into a hybrid option in the future. Many automotive brands are beginning to have more hybrid models. If Chevrolet could make the new Trailblazer a hybrid it would be one of the first mid-size SUVs available that runs on both electricity and gas.

The company will also need to differentiate the new Trailblazer from the Chevrolet Equinox and Chevrolet Traverse, so cannibalization does not occur. Other car companies, such as Ford, have an SUV offering that includes a model similar to that of the Trailblazer and have been able to avoid cannibalization. Ford offers a crossover (Ford Edge), small SUV (Escape), and full-size SUV (Expedition) along with the Explorer, and all of these product lines are thriving. Additionally, minor stylistic tweaks and changes must be made to specifically accommodate the American market. GM can research consumer behavior and what customers want to see in a vehicle to decide what additional features may be necessary. iOs functionality, rear power plugs for football tailgates, and satellite radio are a few features that may be important to American consumers. In 2003, all three brands introduced special edition models featuring outdoor apparel companies. Ford offered an Eddie Bauer Edition Explorer, Jeep offered a Columbia Edition Grand Cherokee, and Chevy offered a North Face Edition Trailblazer. Since 2003, The North Face has become increasingly popular, so GM should look into the possibility of a collaborative special edition again.




With automobiles, measuring success can be done easily by tracking sales. However, other data can be collected to delve deeper. For example, it is important to keep track of how many individuals come in to take a test drive; this exhibits the public’s interest in its release. Also, it is important to consider, of these test drivers, the proportion that move to buy or make an offer on the vehicle. Tracking how many people sign up to get emails about up to date news of the Trailblazer’s release will help give a better prediction of how many people are planning on purchasing the new model.

After the release of a new vehicle, it is expected the media will respond to its release with reviews of the vehicle. Many online resources post their opinions on each new model after test drives and a thorough analysis of the overall look of the car. In addition, different organizations rate the safety, fuel efficiency, and overall quality of cars, which is a tool utilized by many car consumers when deciding what car to buy. It is important for Chevrolet to make sure the new Trailblazer made for America can compete with other cars of it’s size and durability in all of the above categories if it wants to succeed.

Chevrolet’s marketing department needs to conduct surveys and questionnaires to evaluate the public’s opinion of the Trailblazer during all steps of this process: the design, manufacturing, pre-release, post-release, and a follow up of buyer satisfaction. In addition to these surveys and questionnaires, it is key in current times to find blogs and other online resources containing opinions on Chevrolet’s products, and in particular the Trailblazer, to see what consumers and organizations are saying. These are free, unedited resources where individuals express their opinions without the concern of how an interviewer may react to a comment. In this technology age, managing Chevrolet’s image online is just as crucial, if not more so, as other modes of communication.

In conclusion, there has been a great amount of demand for Chevrolet to bring back the Trailblazer to the U.S. It will allow Chevrolet to compete with Ford and Jeep who have already introduced heavy-duty midsize SUV models that are continuing to do well in the automotive market. Though Chevrolet may need to make a few adjustments to the model, it will be a profitable venture in the long run. The launch of the model in the U.S. will allow Chevrolet to reach a market that is looking for an SUV that drives like a crossover but still offers a powerful performance. Brining back a product with so many loyal customers will be a great move for the company as it rebounds from bankruptcy. We believe that a release of the Trailblazer in the U.S. will lead to high sales and profits for Chevrolet, and will be a highly successful move for the company.
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Old 12-08-2012, 09:39 AM
barky barky is offline
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Originally Posted by xWrAnGLeRx View Post

In conclusion, there has been a great amount of demand for Chevrolet to bring back the Trailblazer to the U.S. It will allow Chevrolet to compete with Ford and Jeep who have already introduced heavy-duty midsize SUV models that are continuing to do well in the automotive market. Though Chevrolet may need to make a few adjustments to the model, it will be a profitable venture in the long run. The launch of the model in the U.S. will allow Chevrolet to reach a market that is looking for an SUV that drives like a crossover but still offers a powerful performance. Brining back a product with so many loyal customers will be a great move for the company as it rebounds from bankruptcy. We believe that a release of the Trailblazer in the U.S. will lead to high sales and profits for Chevrolet, and will be a highly successful move for the company.
Some suggestions, investigate the total output of Moraine assembly in the 18 months prior to its closure. Compare that figure to Lansing Delta Township during the same period. You may determine that there was still a very robust demand for the 360 and 370 prior to Moraines closure. The 8829 sales figure for 2009 assumes that between September and December that Moraine only built that many vehicles. In actuality that would only be less than 2 hours of production a day at line speed. That is not indicative of the sales rate for the vehicle if GM had decided to keep the plant open, maintain incentives, advertising, pressure on dealers to order etc. What would the demand have been if the platforms went through a midcycle enhancement rather than a major? What was the impact of the GM Car and Truck Engineering convergence in 2003 on the 360/370 platforms survival? The Truck Engineering leadership team was removed in a coup of sorts during the "Convergence". The Car engineering leadership was completely vested in the Lambda platform, not the 360/70.

Although a lot of your marketing information seems spot on have you investigated just when the Lambda platform was moved through GM portfolio engineering? Think it was when consumer tastes shifted mid 2000's? That would be incorrect. The Lambda and Epsilon platforms were conceived and architectures developed in the late 90's with the consumer segment being the grocery getter customers that were purchasing Mid size trucks. Basically a Car/ Truck engineering / Sales service and Marketing war inside GM. Manufacturing was pushing and funding the new T shaped General assembly plant LDT was designed to produce a modular grocery getter like the Lambda car (Body frame integral plant incapable of producing Body on frame on the same line). Were these new T shaped assembly plants not funded by GM, the Lambda would have never existed, and the 360 or 361 as you term it would have maintained record sales for the segment. During the Bankruptcy the Electrical workers union at Moraine was a duck out of water with the UAW a major stock holder in the new GM, another major factor in the demise of the platform. UAW workers in Lansing trump Electrical workers members in Moraine

Lastly any research such as you are doing is inadequate in my opinion without some basic business case to justify the investment. Where would the new vehicle be built? New assembly plant required? BIGGG$$$$$$ like 1 Billion$ Overseas?? where and what is the capacity? Extra shifts? Domestic US? Spring hill? LDT? Neither Plant can produce a body on frame chassis. Retooling costs at another empty or underutilized facility such as Janesville? Would the annual sales ever justify the tooling investment. Are any of the full size truck plants capable of producing the new vehicle on existing lines? Existing capacity? What about the production build sequence? Is the Dubai vehicle compatible with North American Side Impact crash standards? How much to bring in compliance with FMVSS standards$


Everyone of these factors would have to be included in the simplest of marketing proposals inside GM, and would need to include a baseline business case that would include a study of % components shared with other platforms, and many if not all of the other factors mentioned. Without this information .....well you get the picture. Just my opinion though. I love your idea, but it needs more historical information and business case data
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Old 12-09-2012, 03:19 PM
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Originally Posted by barky View Post
Some suggestions, investigate the total output of Moraine assembly in the 18 months prior to its closure. Compare that figure to Lansing Delta Township during the same period. You may determine that there was still a very robust demand for the 360 and 370 prior to Moraines closure. The 8829 sales figure for 2009 assumes that between September and December that Moraine only built that many vehicles. In actuality that would only be less than 2 hours of production a day at line speed. That is not indicative of the sales rate for the vehicle if GM had decided to keep the plant open, maintain incentives, advertising, pressure on dealers to order etc. What would the demand have been if the platforms went through a midcycle enhancement rather than a major? What was the impact of the GM Car and Truck Engineering convergence in 2003 on the 360/370 platforms survival? The Truck Engineering leadership team was removed in a coup of sorts during the "Convergence". The Car engineering leadership was completely vested in the Lambda platform, not the 360/70.

Although a lot of your marketing information seems spot on have you investigated just when the Lambda platform was moved through GM portfolio engineering? Think it was when consumer tastes shifted mid 2000's? That would be incorrect. The Lambda and Epsilon platforms were conceived and architectures developed in the late 90's with the consumer segment being the grocery getter customers that were purchasing Mid size trucks. Basically a Car/ Truck engineering / Sales service and Marketing war inside GM. Manufacturing was pushing and funding the new T shaped General assembly plant LDT was designed to produce a modular grocery getter like the Lambda car (Body frame integral plant incapable of producing Body on frame on the same line). Were these new T shaped assembly plants not funded by GM, the Lambda would have never existed, and the 360 or 361 as you term it would have maintained record sales for the segment. During the Bankruptcy the Electrical workers union at Moraine was a duck out of water with the UAW a major stock holder in the new GM, another major factor in the demise of the platform. UAW workers in Lansing trump Electrical workers members in Moraine

Lastly any research such as you are doing is inadequate in my opinion without some basic business case to justify the investment. Where would the new vehicle be built? New assembly plant required? BIGGG$$$$$$ like 1 Billion$ Overseas?? where and what is the capacity? Extra shifts? Domestic US? Spring hill? LDT? Neither Plant can produce a body on frame chassis. Retooling costs at another empty or underutilized facility such as Janesville? Would the annual sales ever justify the tooling investment. Are any of the full size truck plants capable of producing the new vehicle on existing lines? Existing capacity? What about the production build sequence? Is the Dubai vehicle compatible with North American Side Impact crash standards? How much to bring in compliance with FMVSS standards$


Everyone of these factors would have to be included in the simplest of marketing proposals inside GM, and would need to include a baseline business case that would include a study of % components shared with other platforms, and many if not all of the other factors mentioned. Without this information .....well you get the picture. Just my opinion though. I love your idea, but it needs more historical information and business case data

Thanks Barky, some of those implications you described were things that I actually had thought about.(I guess I should have stated this) However, there were understandably limitations on the paper's length (75 of these have to be graded in 2 weeks) and we had to present our paper to the class in 15 minutes so I had to carefuly decide what to expand on, what to omit, or what to briefly cover to fit in 15-20 pages.

I did mention that because they're bringing the colorado back, which is produced overseas on the same platform, that they could share production at that plant.


Thanks for the suggestions and insight!
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