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{4+v''*"ql Mti{*r*"" Cose 8 for new vehicle released were,Rot "\\bl When figures sales were for that they r:egw{gcling their,bad f;4bits. 20 I l. General Motors led the indushy with a mar- not going to return'to the days of driving production wil January percent (see president ket share of 21.8 Exhibits I to 3). The firm incentives;t; saird"Don Johnsoq.vice for Ll.lt had not achieved such a level of sales in more than two sales operations. "We know that:is,not,goiqg tobe a reci t. years. gains .'. ': These served to reassure the executives at GM forsuccessforus.'?:l . ....::,"., that consumers were being drawn back theiri,sars ln fact, GM is hoping that its new lineup of to after pulled p they had out oftheir recent bankruptcy. The rise in including the much-publicized Chevy Voft,. a particularly market share was impressive because the firm electrlc-ca4'will help to rebuild the' company as it had cut back to only four llS.,biands, its work: to shrug off,its'brief fling with bankruptcy during 'trimiiied forqe, slashed produetion capacity, and retained only about (see Exhibif 4). The bankruptcy was fo6ed upon G\{ two+hirds of its dealer network. thg government; ',as it tried to push, t}e,car, .c,ompary Some analysts expressed concern that GM's sales undertakedrastiC steps to cut oo-sts ir-1etum' for ,the increase,,Wa$ produot.of more digcounting;,s plas- ing million:lin emerqeacy funding,,The $50, government tice that it had been working to reduce. Although offi- by,the also led the: eompany to make cials at the firm acknowledged that incentives had been changes in its andboard of directors. loplryanagement in Jaluafy than in D€cenlbel tlef insilted ineluded the'resignationiof G. Richard Wagoner, who $:OO'hUher rlosses raqked staggering, of money market up and wei in 2000,.GM]s fell since taking fhe.firm stock :: .. , ..,.,,t..:,,:,..:: ,, -ry.- . ,,,, .,., . just value,of aroun! to belorv $70 $4 * in,earty,2000 This case was dereloped by...