Saturn Corporation Case Summary

900 Words4 Pages

Towards the beginning of 1980, manufacturers of automobiles in the United States experienced a significant loss in the market share. The unexpected increase in the prices of gas and oil in the mid-1970s greatly influenced the consumer behaviors in car purchasers (Ingrassia, 2009). Saturn was developed through the cooperation of General Motors and United Auto Workers with an aim of introducing high quality small cars that were affordable to the ordinary citizen (Ingrassia, 2009). It was built from under a unionized labor-management that was fully integrated in terms of operation, product manufacture, dealership, customer relations, and marketing.
Throughout the 1990s, Saturn gradually gained popularity and received various industry mementos …show more content…

The competitive global market created a trend of price negotiation, which thrilled many car purchasers (Ingrassia, 2009). Even though the company’s fixed price policy and affordable products helped retain loyal customers, competitors widely adopted this strategy and included better features on the supply chain, such as buyback incentives. New models of Nissan and Honda were threatening the company’s success as it mainly depended on a limited offering of small compact car models.
Eventually, Saturn’s success was cut short by the various challenges that GM and UAW faced throughout the 1990s and the beginning of the 2000s. By 1996, GM was experiencing capital constrains with new management taking over both GM and UAW (Ingrassia, 2009). The new managements in GM and UAW unanimously chose to discontinue further invest in Saturn’s operations as they did away with the existing traditional systematic learning network (Ingrassia, 2009). Over time, both management teams were unwilling to sustain the innovation systems and invest in product-based quality operations amid demand for new …show more content…

This created economic and leadership challenges that created numerous pitfalls in Saturn’s operation (Ingrassia, 2009). Critics argue that the situation may have been in favor of Saturn if they introduced a new SUV model in its zenith era. It was important for the GM and UAW to share information and risks during the decision-making strategies, which were to be based on cooperation and coordination. Towards the end of 2009, GM shut down all of Saturn dealership and operations across

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