Yet, today, they sell only about 47% and this market share loss has accelerated over the past decade (Sullivan, 2008). The major issue, according to Sullivan, is the inability of the Big Three to effectively compete with their more efficient and market savvy Japanese rivals, even on their home turf. Opponents of the auto industry bailout feel that placing more money into a failed business strategy makes no sense and that everyone is better off if the free market, not the federal government, choose the winners and the losers in the economy (Moran, 2008). The end result of the auto bailout could well result in a return to protectionism which could unfairly impact other American industries' ability to compete in a global market. A policy analyst at the German-Marshall Fund voices a common concern that a bailout of the auto industry has the potential "to be the torch that lights the fuse of a general resort to protectionism among America's trading partners and the beginning of a downward spiral that undermines the world trading system" (Moran, 2008). Others are dubious of economic intervention because they consider it a stepping stone to an undesirable socialist political and economic system.
Regardless of how unpleasant the auto bailout is, it is needed as a tool to help stabilize the economy. Estimates are that a Big Three shutdown would cause a decline in personal income of $151 billion the first year, and $398 billion over three years ("The Impact of the U.S. Economy of a Major Contraction of the Detroit Three Automakers," 2008). This same source projects that federal, state and local governments would lose tax revenue, and instead spend a total of $156 billion on welfare programs over three years. The Alliance for American Manufacturing estimates that the total number of Big Three employees, parts-supplier employees and car-dealer employees to be approximately 1.6 million workers (Myerson, 2008). Further, all auto-related industries and after-market service businesses employ approximately 3.1 million people in the United States. The U.S. Bureau of Labor Statistics breaks down the workers into the following segments, as of September 2008: Parts manufacturing-504,000; Repair operations-864,000; Wholesale operations-340,000; Dealer operations-1.2 million; and Manufacturing-114,000. General Motors directly employs 123,000 in North America and an estimated two million people rely on the industry for health care and 775,000 retirees collect auto-industry pensions (Myerson, 2008). Plus, there's a multiplier effect of jobs dependent on auto industry shows such as those in construction, retail and restaurants (Myerson, 2008). Already in steep economic decline, these reductions in personal income and taxes and a large number of job losses could easily turn the recession into a depression.
Prior success with bailouts in the auto industry demonstrates that they can work. As a case in point, Chrysler got in trouble in the 1970s when it found itself manufacturing large gas guzzling cars during the gas crisis. In 1979, the company received a $1.5 billion loan guarantee from the federal government that helped save the company and tens of thousands of jobs ("1979 Chrysler Bailout Holds Lessons," 2008). In exchange, Chrysler was forced to come up with $2 billion in concessions from unions, white-collar employees, dealers, suppliers and banks as part of the deal. State and local governments connected to plants provided tax concessions, and Chrysler was required to adhere to tight government supervision after...
Chrysler then developed a successful new car and paid off their debt to the government seven years early. For its efforts, the government made over $660 million in profit from the bailout. This situation demonstrates that, given another bailout, the auto companies could orchestrate another turnaround and eventually pay the government back.
Another indicator of why the Big Three should receive a bailout is the ease to which financial institutions have received money. The government has handed out money to American International Group, Citigroup and other banks and financial institutions with literally no strings attached to the money (Abouhalkah, 2008). Some banks have even complained that they were forced to take the money. Yet, the government has asked car makers to cut jobs, shed brand names, slash CEO pay to $1 a year, reduce benefits for workers, make more hybrids and sell corporate jets and have basically agreed to any and every demand to get taxpayer funds in order to survive (Abouhalkah, 2008). In contrast, the CEOs and employees of financial institutions and banks have not had to take pay and benefit cuts; only recently has the government demanded salary caps on executive pay (Abouhalkah, 2008). Certainly, the auto industry is deserving of more equitable treatment and shouldn't be on its hands and knees while others simply open their hands.
The President of the United States must be able to lead the country through an emergency or crisis and is granted executive powers to do so. A collapse of the Big Three automotive companies would have crippled the economy of the United States. With two bankrupt and the other surely to follow, the President made a wise decision to rescue Chrysler and General Motors by using TARP funds originally intended for financial institutions. Opponents of the auto makers' bailout are justly concerned that the Big Three are struggling in large part due to their inability to compete against foreign competitors. No wonder they feel like the government is throwing money into a rat hole. However, the bailout is coming with massive requirements to restructure that should spark greater innovation and cut costs so that they are in line with lower-cost producers. While temporarily distorting free marketing dynamics, this is a frequent practice of countries throughout the world. The goal should be to promote free trade, but not at the expense of losing an entire industry that is so vital to United States economic interest. Therefore, Bush and then Obama have both made the best decision to bailout automotive companies given the circumstances they faced, certain failure with dire consequences.
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2007 Economic Crisis on American Car market Effect of the 2008 global economic crisis on automotive industries Crisis in the United States Crisis in Canada Crisis in Russia Crisis in European markets Crisis in Asian markets Effects by other related crisis events In this paper, we will review the effects of 2008 global automotive crisis. Our main focus will be on the American car manufacturers and the negative impact they suffered due to the crisis. We will
Vice versa, a relaxation of credit operations through a reduction of the interest rates generates an increased purchasing power and an increased ability for the manufacturer to contract loans and further invest in his business. 2.6 Producer price index The Producer Price Index, or the PPI, stands for "family of indexes that measures the average change in selling prices received by domestic producers of goods and services over time. PPIs measure
These include: the European Union, China, India, and Japan. Clearly, what many Americans perceive to be simply an economic problem in the United States, has far reaching effects around the globe. Works Cited Barba, R. "Centra Returns TARP Money." American Banker 173(65) 6 Apr 2009: p. 4. Business Source Complete. EBSCOHost. University of Phoenix, Phoenix, AZ. 27 Apr 2009 . Crain, K. "It's All About Saving an Industry." Automotive News. 83(6348) 23
GM Chrysler Bailouts Government Bailouts of Chrysler and General Motors An Examinations of the Factors that Led to the Bailouts, the Terms of the Bailouts, as well as a Discussion of the Current State of the Arrangement The global financial crisis of 2008 worked to decimate many sectors of the economy. The government responded with quick action and intervened as they saw fit. However, from the beginning, there has been a debate over
Additionally, aside financial resources, they also used their assets. The most relevant example in this sense is the selling of part of its interests in Mazda. It as such transformed its assets into liquidities -- the 20% shares in Mazda were converted into $540 million (Murphy) -- that better allowed them to pursue their innovation objectives. The matter of technological innovation is not only a core focus of Ford's, but
All of these attributes together fuel a high level of mastery of their jobs, a critical element in job satisfaction (Sull, 2007). Finally the aspects of personal and work outcomes, which include high internal work motivation, high satisfaction with work and low turn-over indicate that BMW employees have found competency in their work. The reliance on transformational leadership techniques in terms creates a sense of purpose throughout the company.