- Gebundene Ausgabe: 320 Seiten
- Verlag: Random House; Auflage: 1 (5. Januar 2010)
- Sprache: Englisch
- ISBN-10: 1400068630
- ISBN-13: 978-1400068630
- Größe und/oder Gewicht: 16,1 x 2,7 x 23,9 cm
- Durchschnittliche Kundenbewertung: Schreiben Sie die erste Bewertung
- Amazon Bestseller-Rang: Nr. 33.017 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
Crash Course: The American Automobile Industry's Road from Glory to Disaster (Englisch) Gebundene Ausgabe – 5. Januar 2010
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"Paul Ingrassia, with longtime and impressive credentials thinking and writing about the vicissitudes of the American auto industry, has delivered in Crash Course a devastating and compelling narrative of the ongoing hubris and miscalculation that felled one of our country's corporate treasures. Ingrassia explains clearly that the Big Three's days were numbered long before the recent bankruptcy filings of GM and Chrysler. Crash Course thus becomes a cautionary tale for an industry's failure to make the changes necessary to survive in a global marketplace until it was almost too late."—William Cohan, author of House of Cards and The Last Tycoons
"How did America's biggest business sink? It's complicated – three Titanics, dozens of icebergs, and 60 million deck chairs per year being rearranged. Only Paul Ingrassia can explain."—PJ O'Rourke, author of Driving Like Crazy
"Crash Course is one wild ride. Paul Ingrassia knows the auto industry from union hall to executive suite, from greasy plants to sleazy accounting practices. Passionate, biting and insightful, this book is a devastating critique of how capital and labor unwittingly colluded to break apart a great American industry. Rich with insider anecdote, peopled with unforgettable—and unforgivable—characters, Crash Course explains not just what happened to America's cars, but to its very soul."—Geraldine Brooks, author of March
"Paul Ingrassia is the best informed, most insightful reporter on the auto industry. A gripping decline-and-fall saga of Detroit's Big Three, Crash Course is a fascinating inside look at how ego and hubris destroyed an industry, with riveting behind-the-scenes details and great reporting. This book is a must-read account of how the Obama administration took control and upended the Detroit power structure."—Jim Stewart, author of Den of Thieves and DisneyWar
"Paul Ingrassia’s deeply insightful and highly knowledgeable chronicle of the American automobile industry should be read by anyone who is interested in finding a successful way forward, not only for American automakers but also for American manufacturing and our workers. One might not agree with all of his views, but they should stimulate the serious debates that we need on issues critical to our future."—Robert Rubin, Co-Chairman, Council on Foreign Relations and Former Secretary of Treasury
Über den Autor und weitere Mitwirkende
Paul Ingrassia is the former Detroit bureau chief for The Wall Street Journal. Winner of the Pulitzer Prize in 1993 (with Joseph B. White) for reporting on management crises at General Motors, Ingrassia has chronicled the auto industry for more than twenty-five years. He is co-author, with White, of Comeback: The Fall and Rise of the American Automobile Industry, and has made numerous media appearances on ABC TV's World News Tonight and Good Morning America, NPR's Morning Edition, and other programs.Alle Produktbeschreibungen
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If you follow the auto industry, grew up in a town that heavily depended on an auto plant, had family members or friends affected by what "this thing of ours" in Detroit was and what it is now, this book explains a lot. The author takes EVERYONE to task and also points out the good times and the good things that happened as well. Very fair and balanced & an easy read too.
It's not clear if the short life span of those cars was an example of planned obsolescence or if the union just built crummy cars that looked good. I drove that Mustang for four years and sold it. I wish I hadn't because they are classics now. Ford had another problem. In the 1970s, in a story not well covered in the book, Ford was taken over by the financial people. The men who made cars, from design to the shop floor, were delegated to a back seat. Many large companies did the same thing, maybe to cope with the Carter inflation or the deep recession that followed the painful medicine to stop inflation. It ruined some of them for a while. One was Xerox.
Then came the Japanese car makers. It is an interesting story how the Japanese had to respond to government attempts to prop up the US auto industry and hold the Japanese back. Each step the Japanese were forced to take made them more formidable competitors. It was punitive import duties that drove them to build factories in the US. They found that the newly energetic South was eager for the jobs so they located there. They expected to be unionized but found they had settled in a part of the country that was not pro-union. This story is very well told in the book. When GM started the Saturn to compete with the imports on quality, they built a plant in the South, and the UAW chief at the plant happened to be a rare union leader who wanted to adopt new methods and study the Japanese quality circles and other innovations in labor management cooperation. Saturn was sabotaged by both the GM management, who resented the implication that their cars were inferior, and by UAW leaders as the president of the union at that time, Stephen Yokich, was fiercely anti-management and uninterested in innovation. The project failed but shouldn't have. This is the best part of the book.
I think the author has given the UAW too much of a pass and soft pedaled the Obama administration's rape of the bond holders. He implies they were predatory hedge funds that thought the GM bonds were a buy because the law places secured creditors first in a bankruptcy. The administration stiffed the bondholders, many of whom turned out to be auto industry pensioners and their pension funds. The effect of that act, a gift to the UAW for their support, will come to hurt bond sales in the future since contract law was violated for political purposes. Countries like Argentina do that, not the US, at least until now.
Aside from that quibble the book was excellent.
Despite Ingrassia's robust efforts to explain the events leading up to the bankruptcies of Chrysler and General Motors, there are - as others have noted - some factual errors in this book.
First, Studebaker did not declare bankruptcy in 1966; rather, Studebaker Corporation exited the automobile business, and in fact is still in business today.
The statement that most Japanese cars at the beginning of the 1970s had front-wheel drive is incorrect; almost all Toyota and Datsun (Nissan) cars were rear-wheel drive into the first half of the 1980s.
The author repeatedly refers to an SUV made from model years 2007 to 2009 as a "Dodge" Aspen, when it was in fact a Chrysler Aspen. The Dodge version was a car, produced from model years 1976 to 1980.
The Saturn SL2 is mentioned as being larger than the SL1. These two models were actually different trim levels of the same automobile; Saturn did not launch a larger, companion model until the L-series appeared in the 2000 model year.
Small errors, to be sure, and mostly confined to the part of the book where the author sets up the overture for the reader to engage in the actual tragedy that eventually unfolds. All in all, an excellent thesis on what happens when corporate leadership and culture stands in the way of making difficult decisions for the long-term viability of a company.
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