In February 2003 GM management is at a key decision point as they consider whether to focus on small cars or SUVs. Given the political, economic, and industry context at that point in time, this case asks students to consider how to best direct the design team.

This is one of a collection of cases that comprise the General Motors Integrated Case, viewing GM’s business issues from multiple perspectives, devised specifically to be taught in Columbia Business School’s Core curriculum.

Case id: 112108

This case is used in core curriculum