高级英语视听说第七单元文本-GM2七S-Difficult-Road-Ahead.doc

Unit 7 GＭ＇s Diｆfiｃult Ｒｏad　Aheａd
Eｐisode 1
Iｆ tｈe ｏｌｄ saｙinｇ “what’ｓ　ｇoｏd for Amｅricaｎ　is good ｆｏｒ Ｇenｅraｌ Ｍｏtoｒ　and　ｖｉｃe　versa” is stｉｌl ｔruｅ,　we are all　ｉｎ　ａ lｏt of tｒouｂle. Ｇｅneｒal Motoｒs is liｍpinｇ ａlｏｎg in ｔhe　breakdoｗｎ lａne, in neeｄ of　a lｏt mｏre than a minｏｒ ｔuｎe-uｐ.
　 With GM’ｓ ｓtｏcｋ　trａｄing　near　an　ａll ｔime loｗ　aｎd its bonｄs raｔｅd as ｊｕnk,　ｔhｅ comｐａnｙ　rｅpoｒted lｏsses oｆ ｍore tｈａn $10 biｌｌioｎ lａｓｔ yｅar． Ｕnlｅｓs　it stopｓ hemorrhagｉｎｇ money, it ｗｉll hａve to be tｏweｄ　into　baｎkｒuptcy courｔ—a　ｃｏnsequencｅ thａt　coulｄ cａscaｄe ｔhrough　tｈe Amｅrｉcan　eｃoｎomy， threａｔeniｎｇ up tｏ　a mｉllioｎ　jobs ａnｄ　chaｎgiｎｇ thｅ dreams　of Amerｉcan　workeｒs.
*Generaｌ　Mｏtｏｒs is　noｔ juｓt　anｏｔhｅｒ ｃompａnｙ． Foｒ almoｓt　a　cenｔury，　ｉt was　ｅmblemaｔic of Aｍｅricａｎ　iｎｄustriaｌ　ｄｏmiｎaｎcｅ, witｈ ａ car　for ｅｖｅry custoｍeｒ and ａ ｂrand ｆor evｅｒy ｓtratum of　socｉｅｔy.
*＊*Ｂａｃｋ whｅn Ponｔiａｃｓ ｗerｅ as seｘｙ　as Sinatra aｎd Cａdillac ｔｈe ｓyｎonym　ｆor lｕｘｕry, GＭ maｄe　ｈalf the ｃaｒs in the　Ｕｎiｔed Ｓtates. Aｎd ａ joｂ on ｏne of ｉts　asｓeｍbly liｎes waｓ　ａ　tｉｃket　inｔｏ tｈe miｄｄｌｅ　claｓs．　Ｂut ｔhat ｗａs　before tｈe firsｔ oil shｏck, anｄ the Japａnese imporｔs. Tｏday， Gｅｎｅral　Mｏtoｒs　is losｉng $24 millioｎ a day—and *＊＊ all ｂeｔs ａre ｏfｆ.
Cole:　＊*Aｎd　ｔｈis ｉｓ ｎot ａ ｐhantom crｉsiｓ oｒ　a fakｅ　crisis. Tｈis is　a real crｉsiｓ．
Daｖid Ｃｏle ｉs chａirman　ｏｆ ｔｈe Cｅntｅｒ ｆor　Auｔomｏｔivｅ Reｓearch, a ｎon-pｒｏfit consulting ｆｉrm in Anｎ Arbor　Miｃｈigaｎ. He　is ｗideｌｙ considｅreｄ one ｏf　the ｉndustry’s　tｏp　aｎalysts, aｎｄ belieｖes tｈaｔ　Ｄｅtroit　is ｎow faｃing whaｔ ｔｈｅ ｓtｅｅl indusｔrｙ　ａnd　tｈe ｂｉg ａｉrlineｓ havｅ aｌready ｂeen through: hiｇｈ lａbｏr　coｓts that　make　it almost　ｉｍpossiｂle to　coｍｐete．
Cｏle: Ａnd every one ｏf the Big Ｔhree　facｅs　a pｒoblem ｒｉｇht now of　about　$ to $2５００　peｒ vｅhicｌe prｏduced cost disadvａntage. ** Iｆ　ｔhat plaｙs　ｏｕt ｏｖｅr time， they’re all dｅad．
Ｃoｒresｐondent： Ｃhange or dｉe.
Coｌe： It’s　ｃhａnge or die.　Ｅvｅｒything is ｄriven ｂy a proｆｉtaｂle ｂusiness. If you　cａｎ’ｔ　ｂe　profｉtable， ｙoｕ　can’t ｂe ｉn businesｓ.
Episodｅ 2:
Wagoｎer：　Ｔhiｓ is　a miｄ-sizeｄ car， the Chevy Iｍpala SS…
It　has ｃertaiｎly not　escaｐed　the atｔeｎｔｉｏn　of Geneｒal　Motｏrｓ　cｈａirman　Rｉck Ｗagoneｒ, who ｗe meｔ at the Detroｉt　Auｔｏ Show anｄ ｍay　havｅ ｔｈｅ　tｏughｅst jｏb in Aｍericａ: running a corpｏrａtioｎ many　anaｌyｓts belieｖｅ has become, too　big , too bloatｅd and　too ｓlow to competｅ with　moｒe　niｍbｌe foreｉｇn competｉtors.
Corrｅspondenｔ： Ｈow dｉd General Motors get　ｔo the point where　it is　rigｈｔ noｗ?
Wagｏner:　‘Ｃaｕse wｅ have ａ long hiｓtoｒy,　alｍosｔ 100　years.　We havｅ a　lｏt　of employｅes. Ｗe havｅ ａ lot of rｅtｉｒees, a　ｌot of dｅpenｄeｎｔs. Aｎd　pｒomises wｅre made aboｕt bｅｎeｆiｔｓ　tｏ　tｈoｓe ｐｅoｐle　ｔhat　wｅreｎ’t ｖeｒy　ｅxpensiｖe when tｈey　ｗere made. Anｄ　iｔ’s　ｒｅalｌy　giｖen us sｏme　financiaｌ cｈalｌengeｓ.
Onｅ oｆ ｔhｅm is that moｓｔ　ｏf the ｐeopｌｅ on GM’ｓ pａyrｏll are ｎｏ loｎgeｒ making caｒs． Evｅry month， it senｄs　out ｎeaｒｌｙ　a ｈａｌf ｍiｌliｏｎ ｐension cｈecｋs to forｍer workｅｒs, manｙ of whoｍ retiｒed in theｉr　50s　after 30　ｙeaｒs oｆ sｅrｖice　aｎd live in communiｔｉes　wherｅ GM ｐlants ｃlosｅd long ａgo.
　Ｔheｎ　ｔhｅｒe　is　the evｅr－risiｎｇ cｏsｔ of heaｌth caｒe. GM has onｅ oｆ the ｍosｔ ｇeneｒous planｓ　in Ameｒｉca and ｐrovides it　to　1.1 millioｎ　peopｌe —　rｅtirees,　workers　and thｅｉr dｅpeｎdents at ａ　ｃost of $6 bｉlｌion a year. Ｍore thａn any coｍｐanｙ　in　Ameｒｉca.
Gary Chaison, a prｏfessor of inｄuｓtriａl　relａtions ａｔ Clarｋ Uｎiｖｅrsiｔy， ｈａｓ　donｅ the mａth:
Ｃhaiｓｏn:　It comes　to　about　$１４00 a car nｏw． tｈat’s whａｔ the　hｅaltｈ cａｒe prｅmiｕms　of ｔｈｅ workers wｈo　make ｔhaｔ ｃar　is．
Corrｅspｏｎdenｔ: More thａt stｅel?
Chaiｓｏn: Yeaｈ.　Much more　ｔhａn sｔｅｅl, ｍuch ｍore ｔｈａn ｇlaｓs, mucｈ　mｏre　ｔｈan ａｎy　otｈer parｔ. Ｗhat ｙou’re doinｇ wｈen yｏu’re buyiｎｇ a　ｃaｒ ｉs you’rｅ spｅｎdinｇ　a lot ｏf money for　the heaｌth　care bｅｎeｆits of　wｏｒkeｒs　who are makinｇ that　car.
Iｔ’s cost moｓt of GM’s fｏreign comｐｅtitｏrｓ　don’t　haｖe ｂｅcａuse theiｒ wｏrkerｓ ａｒe uｓually ｃovered by some　ｆｏrｍ of　goverｎment　heaｌth ｉnｓｕｒancｅ　in　tｈeｉｒ own cｏｕntｒiｅs. Rick　Wagoｎer says ｉｔ’ｓ　onｅ of thｅ ｐromises made to ｗorkｅrｓ， ｉn good tiｍｅｓ，　ｔhat it can ｂａreｌｙ afford ｉn ｂad.

Ｅpiｓodｅ 3：　
Corresｐondent:　Dｏ you thｉnk that thｏｓｅ promｉses cａn bｅ kepｔ?
Waｇonｅr: Well， wｅ ｆeｅl　a rｅsｐoｎsibiliｔy　ｔo the people　tｈａt ｔhosｅ promises were　made to． We　also　ｈavｅ　ａ　rｅsponsibｉlity tｏ insure thａt our　buｓiｎeｓs iｓ ｓucｃessful in thｅ　ｆuturｅ.
The futuｒe ｌookｓ so　ｂleak　ｔhat ｔｈe　Unｉｔed Auｔo Ｗorkerｓ,　thｅ unioｎ ｔｈat repreｓentｓ GＭ’s ｈourｌｙ　workerｓ, agreed lａst year to　gｉve　bａcｋ ｓｏme　ｈaｒd-won conｃｅssioｎs， which inｃｌudeｄ a ＄１　an ｈour　ｃosｔ-of-liｖiｎｇ raise ｆｏr ａｃtivｅ workers,　and ｒeｑuｉreｄ ｒetｉrees to ｐay up ｔo seｖｅral hunｄreｄ ｄoｌlarｓ a ｙear　ｔoｗarｄs mｅdical ｉnｓｕｒance that had aｌwayｓ　bｅen free.　UAW　Prｅsｉdenｔ Rｏｎ Gettｅlｆinｇer　sａyｓ it　wａs pａiｎｆul bｕt neｃessarｙ.
Correspondeｎt：　Was it ｈａrd ｔo　sell？
Gｅtteｌｆingeｒ： Ｓure it　was　hard ｔo sell.　First of aｌl, it was haｒd　fｏｒ ｕs　tｏ convince ourselｖes ｔhａt we　ｎeedｅd ｔo dｏ ｓoｍething. Iｔ　was　not the easy decisiｏn tｏ make, bｕt it wａs a ｒighｔ deｃｉsiｏn to ｍaｋe iｎ　the ｌonｇ term． Ｂｅcause our cｏncｅｒn　is the long-teｒm　viaｂiliｔy of our mｅmberｓｈip both　actiｖｅ and ｒetired　when it comes to tｈeir ｂeｎefits or to tｈｅiｒ ｗage levels.
Aｎｄ　thｅ consenｓｕs iｓ ｔhe ｕnioｎ may have tｏ give ｕp a ｌoｔ ｍｏrｅ,　ｅiｔｈｅr beｆoｒe　or durinｇ　nexｔ yeaｒ’s cｏntｒact negｏtｉationｓ， ｉf General Mｏtｏrs is　tｏ　ａvｏｉd ｂanｋruptｃy—ａn ｏutcomｅ that ｃoulｄ ａlｌoｗ　thｅ company　to　scｒａp　its　laｂoｒ ａgreemenｔs,　slａsh wａges and pasｓ ｏff itｓ penｓion obligaｔｉonｓ to ｔhe feｄeral　goｖernmｅｎｔ.　
Colｅ: If ｙoｕ ｏｒ　I ｗeｒｅ given a choｉce　ｂetweeｎ goｌｄ and　silver,　we’ll　taｋe　the goｌd eｖerｙ ｔime． Gｏｌd is no lonｇer　an　optiｏn.　Tｈe cｈoiｃe that ｔｈｅy’ｒe　ｆaciｎg, literaｌlｙ,　is　between　ｌeaｄ and siｌver.　If tｈey dｏn’t do　the rｉｇｈt thｉngs,　thｅy’re gｏnｎａ　gｅｔ lｅad．
Silｖｅr ｉs still tｅｒｒific. Aｎd　Ｉ thｉnｋ that’s ｗheｒe wｅ’rｅ ｈeadeｄ. Tｈe iｎduｓtry　cａn aｆford ｓilver， but　theｙ　can nｏ longer afford gold.
Corｒeｓpｏnｄｅｎｔ: Ｔhis is the enｄ of　the corpｏｒaｔe ｗelfａｒe　state?
Cｏle: It’s tｈｅ　beginｎing of the　end, big tiｍe.

Epiｓoｄe　4:
　 Ｇｅｎeraｌ Motors is still tｈe　lａｒｇest automobilｅ manufacturｅ in ｔｈe wｏrld, anｄ ｍost　experts　will ｔell　you it has never made beｔter cars　aｎd　trｕcks． Bｕt itｓ ｍａrｋｅｔ ｓhare haｓ faｌｌｅn　to　２4 pｅｒcent,　ａｎd ｉt　has　too　many plants　anｄ too　mａnｙ ｐｅople for　thｅ nuｍber of carｓ　ｉt’ｓ ｓｅlｌｉng.ＧＭ　wants　tｏ　shut doｗn alｌ or ｐａｒt　of　a ｄoｚeｎ ｆaｃｉｌiｔies　ａnｄ ｇet ｒid ｏf ３０,0０0 ｗｏｒkｅrｓ　by the ｅnd ｏf ,but ｉt’ｓ hamstｒunｇ bｙ iｔs cｏntrａcｔ with ｔｈe UAW, wｈｉｃh　saｙｓ ｉｔ ｗoulｄ stiｌl　ｈavｅ tｏ ｐay　ｔhｅse workers undｅｒ sｏmething cａｌled ｔhe “jｏb bank”.
Ｃoｌe: ｐeｏple ａｒe　paid ｅｓｓeｎtiaｌlｙ　a full　sａlary ａｎd ａren’t workiｎg　－-- cａｎ’t　work．　You cａｎ’t afｆｏrd ｌiterally hｕndreｄs oｆ ｍillioｎs　oｆ　ｄollars　in ｗage　tｏ peｏpｌe　tｈat aren’t ｗorkinｇ． So the　way tｏ deal wiｔh thaｔ　ｉs ｔo　bｕy’ｅm ｏut　of ｔheir ｊob. Aｎd that’s gonｎa ｂｅ a ｂiｇ　part　of　what’s hａｐpeｎiｎg in　jusｔ tｈe next　ｆew moｎths．”
Thｅ procesｓ has alｒｅａｄｙ ｂegｕn． Tｈｅ wｅeｋ ｂｅfore last,　Ｇenerａl Mｏtors serｖｅd　ｕｐ　one　ｏf the　ｂｉｇgest bｕyout　pａcｋａgeｓ　ｉｎ corpｏraｔｅ ｈistorｙ, ｏfｆering 1１３,0０0　hourlｙ ｅmploｙeｅｓ aｎywｈere from　＄３5,０00 to $１40,0０0 tｏ　ｗalｋ aｗａｙ froｍ tｈeir　ｊｏｂs　or ｔake early retｉremｅnt.　Thｅ buyout cｏuld cｏst　GM uｐ ｔｏ ＄２ ｂｉllion, ｓo laｓt week　ｉt soｌd ｏｆf ａ chunk of ｏne of its most　ｐrｏfitable business, GMＡC’ｓ comｍerｃiａl moｒtgage　ｄｉvisioｎ, ｔｏ hｅlp pay ｆor　it． But tｈe uｌtｉmate　coｓｔ ｃｏulｄ be　mucｈ　greateｒ for ｃommｕnitiｅs　alｌ ｏｖｅr the Midweｓt.
Ｓｅｖｅraｌ　ｇenｅrａtions ｏf Aｍeriｃan workeｒｓ ＊* put food ｏｎ the ｔaｂle　ａｎd kids through　coｌｌegｅ ｗorｋｉｎg　at ＧM　faｃｔories like ｔhis oｎe　iｎ Jａnesville, Ｗisｃonｓin, ｗｈere　**ａ　ｕnion job　with Geneｒａｌ Mｏtors was aｓ closｅ as you　ｃoulｄ gｅｔ to guaｒantｅeｄ ｌifetime　secｕｒitｙ．
　 Ｉt’s ｈard work ｗith　loｔs　of　oｖｅrtiｍｅ, but ｉn a gｏｏd year ｔheｙ caｎ　makｅ　$１00,000,　wｉth uｐ to ｆivｅ weeｋs vacａｔioｎ.　Ｉt’s ａ greａt ｊoｂ; the pｒobｌem ｉｓ, it cａn　be　dｏｎe　in　Mexico now ｆor $3 aｎ hour， and　peoｐｌe here　ａrｅ nervouｓ. Almost ｅveryoｎe　in Jaｎesｖｉｌle　either woｒks for ＧM ｏr　has ａ　relative or famｉｌy meｍbeｒ ｔhａt　dｏｅs．
Floｏd： Evｅryboｄy kｎows, yoｕ know, Genｅral Motors ｉs ｔhｅ hｏｒse　that　pulls　our　ｃar. I　ｔhｉnk thaｔ’s ｔrｕe.

l It’s　the fａvｏritｅ sｕbjeｃt　ａt　the Eaｇle Inn, just down tｈe street fｒom tｈｅ unｉon hａll,　ｗhere ｗｅ shaｒed　a cup of cｏfｆee ｗith ｒetirees　Stevｅ Ｆloｏd anｄ　Ｃlauｄe Eakins aｎd cuｒrenｔ UAＷ　woｒkeｒs　Ron Ｓplan ａnd Ｍａtt Ｓｙmons， wｈｏ make ＳUVs at the Jａnesvilｌe plant．
Corresponｄeｎt: Ｗhat woulｄ ｈappen tｏ Janesvｉllｅ　ｉf　GM ｗent into bａnkruptcy?
Sｐｌaｎ：　It cｅrtａinｌｙ　ｗouldn’t be ａ　preｔty　picｔurｅ. Ｉ ｍean, theｒe’s　ｐroｂａblｙ 2０ inｄuｓtrｉｅｓ iｎ Jａnesville here that　suppｌｙ dｉrectly　ｔo the Ｊanesｖille　General　Ｍotoｒs　plａnts. So it woｕld　be ｄｅvastaｔｉng.
Ｃorrespondeｎt: Aｒe yｏu　ｗillinｇ tｏ makｅ ｍore　ｃonｃesｓiｏns?
Ｆlood:　Yｏｕ beｔ. We’re gonna　ｍake　sure GM ｓｕｒvｉｖｅs． What wｅ ｄo, I’m not ｓurｅ.
Splan: Ｔｈｅy　kｎｏw tｈaｔ ｗe’re　aｌl in　the sａme ｂoａt. I　mean, iｆ it’ｓ　got a hｏlｅ in ｉt, we’re　alｌ, ｗe’re all ｓinking.
Tｈeｒe are sｏme　who havｅ　actｕally　ｓuggｅｓted that ｂａnｋrｕptｃy ｍｉgｈt　be　good foｒ Genｅrａl Motoｒｓ iｎ the lｏng run－--ｔhat　it　woｕld alloｗ ｔｈe companｙ to ｒｅｐosition iｔｓelf　compｅｔitively iｎ　tｈe　gｌｏbal market.GM　chａｉｒman　Rｉck Ｗagoｎer　isn’t one of ｔｈem.
Ｗagoｎer: Our viｅw is　that’s a ｖery bad ｉdea.　Fiｒｓt ｏf ａll,　we dｏn’ｔ tｈiｎk it’s gonnａ haｐpen．　We dｏｎ’t ｔhｉｎk　it’s a goｏd sｔrategy. Ａnｄ ｗｅ think a lｏt of pｅopｌe wｏuｌd lｏsｅ if　we　did thａt, rａngｉng　from shareholｄｅｒs to ｅmployees　ｔo dｅalers to ｓupｐliers． And　it’s my vｉew　that　all this talｋ aｂouｔ　bａnkruptｃｙ iｓ way oversellinｇ tｈe risk ｓｉde of　ｔhｅ ｂuｓinｅｓs.
But a lot　of thinｇs couｌd ｇｏ wｒong. Ａ　ｐotentiaｌ strike　aｔ Ｄelphi　Ｃorp., GM’s mａjoｒ ｐaｒts ｓupｐlieｒs, could　ｓhｕt　down geｎeraｌ　Motｏｒs　assemblｙ　lines　ａｎｄ crｅａｔe ａ ｌiｑuiditｙ cｒisiｓ. Cｏｒｐoｒａte　raiｄｅr Ｋiｒｋ Kerkoｒiaｎ, ｗhｏse intenｔioｎs are unknoｗn, is now ＧM’s ｌaｒgｅsｔ indiｖidual sｔockhｏlderｓ--anｄ making his preｓencｅ felt. But most ｏf all, GＭ needs tｏ begin　selｌiｎg more carｓ aｎd trｕckｓ withouｔ ｈavｉng　ｔo give them awａy wｉth hｕｇe ｄisｃoｕnｔs．

Episode ５:
Wagoner: The firｓt tｈing...wｅ’rｅ bringing　out ａt tｈe beginnｉnｇ　ｏf thｅ　year is thｉs all neｗ ｓｐorts　car,　ｔｈe Sａturn　Sky, a greａt thing to have in ｔｈeir showｒoom.
Cｏｒreｓponｄeｎt： It’s defｉnitely not ｄｏubty.ﻫＷａgoner: Ｄefinitｅｌy not.
It needs　ｔo reｖiｖe Bｕick ａnｄ Poｎｔｉaｃ　the sａmｅ way　iｔ resurreｃted　Cadｉｌlac, wｉtｈ bolｄ new　designs aｎd ｔheir own distinct　ｉdentitｉes.  ﻫLuｔz:　Thｉs is ｏne ｏf our Cadillaｃ ｓtudioｓ.
Right nｏw ｔhe ｃars thaｔ will sａvｅ GＭ, or　not, are　ｃloakeｄ in bluｅ shｒouds ａｔ thｅ comｐａnｙ’s supeｒ-ｓecreｔ desiｇn cenｔer iｎ　Warrｅn, Ｍicｈｉgan. Ｕnder the ｗatchful eye　of 74-yeａr-olｄ　vice ｃhaiｒman Ｂob Luｔｚ, a lｅgendａrｙ dｅsign gｕｒu， who ｏｎce ｒan Cｈrｙsleｒ.
Ｌuｔｚ: Ｕｎfｏrｔｕｎateｌy　thｉｓ is a　car thaｔ　I’d ｌｉke to be　aｂｌe to　show, ｂut for　coｍpｅtitivｅ　reasｏns we ｃａn’t sｈｏw it alｌ. I’lｌ just show you ｓｏｍe ｏｆ the， sｏmｅ of ｔhｅ advanced woｒk that wｅ’rｅ doing on gｒｉlｌs ---　that ｔhiｓ ｉｓ obviouｓly ａ Cadiｌlａc, ｎｏ cｏnｃealｉng thａt.
Corrｅsｐｏｎdent: Woulｄ you ｈave tｏ kｉｌｌ me if I ｊust took this thiｎg and ripped it rｉgｈｔ ｏｕt?ﻫLｕtz: I would ｎｏt ｂe pleａsed wｉtｈ yｏｕ．ﻫ 　Lutz acknｏwlｅdgeｓ that ＧM ｂｅcame　complaｃeｎt　ｏvｅｒ the yｅars，　prodｕcing too many anoｎymous cａｒs　wｉｔh this　ｕｎｉnspired deｓｉgnｓ and ** delegatｉｎg ｔｈe ｄeｓign　procｅｓs too low　in　the corporaｔe sｔrｕctｕｒe. 
Ｌutz:　Ｄｕｒing thｅ　period　of GＭ’s　greａｔnesｓ iｎ ｔhe 50s　ａnd 60ｓ, design ruled. And　＊*tｈe ｆinanｃｅ pｅople ｒａn ｂeｈind to try ｔo rｅeｓtａｂlisｈ oｒｄｅr aｎd pｉck　up tｈe piecｅs. We ｊust lost tｈe　ｆｏｃｕｓ ｏn ｄｅｓign.
　 ＊＊There is ｎo ｄetaｉl ｔｏo　ｓｍalｌ foｒ hｉｓ　ａtteｎtiｏn ｒighｔ nｏw．　Ｆrｏm sheｅt ｍetal ｆiｔs to upｇｒadinｇ　interｉｏrs, and gettiｎg rid of wｈat　he　calls ｔhat　“nａｓtｙ rat fur’’ ｕｐholsteｒy.
Lutｚ: Ｉ　meaｎ，　the ａnswer iｓ　ｐｒoｄuｃt，　ｐroduｃt，　produｃｔ, producｔ, prodｕｃt. And I’m　haｐpy　tｏ ｓay that　my　expｅrieｎceｓ, ｔhat auｔｏmoｂile coｍpaｎiｅs alwａys dｏ ｔheir bｅｓt prodｕcts when thｅy’rｅ ｉn　diｒｅ ｓtｒaits, because　all the second gｕessｅrs get out of　ｔhe way．
Lｕzｅ saｙs thｅ cｏmpａny　hａs tｕrｎed　thｅ　cｏｒｎｅr ｏn ｒeｌiability and custoｍeｒ sａｔiｓfaｃtiｏn,　ａnd thｅ J.Ｄ. Ｐoｗer quaｌitｙ surｖｅys bｅaｒ　hｉm　oｕt． He sａyｓ ｃｈangiｎｇ ｐubliｃ percｅptions wiｌl tａｋe longer.
　 Oｎｅ encouragiｎg deｖeloｐｍent ｃame at the Deｔｒoit Auto　Shoｗ wheｎ Lｕtz　uｎｖeiｌed the　neｗ ｓｌｅek Camaro ｃoncept　cａr， which　deｂuted to unanｉmｏus aｃｃlaiｍ and ｗas selecteｄ as ｂest car at the　sｈｏｗ. It’ｓ ｅxaｃtlｙ　what ＧM　neｅdｓ　ｒｉｇht ｎow, ｎot　at an auｔｏ show, but　in ｉtｓ　sｈｏwrooｍ.

l Wagoner： Ｗｅ’re ｅｎthused　ａｂout　it　and eveｒyｂodｙ ｗantｓ to know,　‘Sｏ,　are　yoｕ　ｇｏnnａ bｕiｌｄ　iｔ？’
Ｃｏrｒesｐonｄeｎt: And　thｅ anｓwｅr　iｓ？
Cｏｒrespondent: We　ｓhouｌd havｅ ｌike 6０,000..
Wagoneｒ: Iｔ’s fｉrm　or maybe we’ｄ　ｌikｅ　ｔo dｏ it..．Ｗe　ｈａven’ｔ maｄe the　calｌ ｙet．
Corresｐoｎdent： Rｅally， yoｕ　haveｎ’t?
Wａgoner： Ｗe　haven’ｔ made the call. Wｅ’ｖｅ intｒｏｄuced it ａｓ a cｏnceｐt． Somｅｔｉmeｓ wｅ　do　that to see how　peｏple　tｏ rｅａct it.
Corresponｄent: Ｗelｌ, it was ｊust　ｎaｍeｄ　the bｅst car in ｔhe ｓhow.
Wａgｏnｅr: Yeah, welｌ I　just goｔ that infｏｒmaｔiｏｎ. Ｔhat ｄoes　suggｅst　that　if we didn’t trｙ ｔo ｂuilｄ tｈis，　ｗe mｉghｔ bｅ ｂｒａin　deaｄ. Stａy ｔuｎed.