In marked contrast to competitors like Ford and Toyota, GM offered its customers a variety of brands—or “a car for every purpose” where buyers could be kept in the GM “family” as their buying power and preferences changed. By 2007, however, GM began to seriously question this approach. This case asks students to consider how GM should revise its multiple brand strategy and refine its portfolio.

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: 112107
Supplemental Material: Teaching Slides