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In Comeback, Pulitzer Prize-winners Paul Ingrassia and Joseph B. White take us to the boardrooms, the executive offices, and the shop floors of the auto business to reconstruct, in riveting detail, how America's premier industry stumbled, fell, and picked itself up again. The story begins in 1982, when Honda started building cars in Marysville, Ohio, and the entire U.S. car industry seemed to be on the brink of extinction. It ends just over a decade later, with a remarkable turn of the tables, as Japan's car industry falters and America's Big Three emerge as formidable global competitors.
Comeback is a story propelled by larger-than-life characters -- Lee Iacocca, Henry Ford II, Don Petersen, Roger Smith, among many others -- and their greed, pride, and sheer refusal to face facts. But it is also a story full of dedicated, unlikely heroes who struggled to make the Big Three change before it was too late.
- Sales Rank: #120932 in eBooks
- Published on: 2013-05-14
- Released on: 2013-05-14
- Format: Kindle eBook
From Publishers Weekly
After posting record operating losses of $7.5 billion in 1991, Detroit's "Big Three" automakers seemed headed for disaster. But the last three years have brought a dramatic turnaround. How Ford, Chrysler and General Motors transformed themselves from tottering dinosaurs turning out defect-ridden cars in the 1980s into efficient producers of popular automobiles is the theme of this riveting, juicy, optimistic report. Ingrassia, Wall Street Journal senior editor in Detroit, and White, the Journal's deputy bureau chief in Michigan, offer a familiar story-American plants adapted Japanese methods and technology learned from Japanese-U.S. joint ventures. But the authors also provide a candid inside look at Big Three decision-making, power struggles, arrogance and near-diasters, telling how a new cadre of managers replaced a stultifying status quo, along with withering profiles of Lee Iacocca, Roger Smith, Donald Petersen, Bob Lutz and other top auto executives. Photos. First serial to Wall Street Journal; author tour.
Copyright 1994 Reed Business Information, Inc.
From Library Journal
Pulitzer Prize winners Ingrassia and White, both of the Wall Street Journal's Michigan bureau, have written the definitive recent history of the American automobile industry. In the last five years, Ford, GM, and Chrysler have all managed to rebound from the near-fatal mistakes they made in the 1980s. The authors go beyond the daily barrage of press releases and earnings reports to unearth a dramatic tale of clashing egos and boardroom intrigue. The result is a story at once engrossing and packed with valuable information. Although intended for general readers, this flawlessly researched book will also serve as an excellent resource for special collections. This work will nicely balance Maryann Keller's more internationally focused Collision (LJ 10/1/93). Highly recommended.
Alexander Wright, Harvard Univ. Lib, Cambridge, Mass.
Copyright 1994 Reed Business Information, Inc.
From Booklist
By the mid-1980s, as U.S. consumers switched to more well designed, better-built, fuel-efficient Japanese cars, conventional wisdom had begun to sound the death knell for the U.S. auto industry, and industry analysts sat deathwatch for the so-called Big Three automakers. But within the past several years, headlines have proclaimed a remarkable turnaround as a resuscitated Detroit has driven a U.S. economic recovery. Today, Ford sells cars in Japan, and Chrysler is enjoying record profits. The authors, who cover the auto industry for the Wall Street Journal and won a Pulitzer Prize for their coverage of upheaval at General Motors, tell how it all happened, starting with what turned out to be the first step toward regrowth--the retirement party of GM chief Roger B. Smith in July_ 1990. The authors suggest that there is a lesson to be learned here: that once U.S. auto executives stopped complaining about unfair trade practices and set about trying to improve their product and production techniques, they were able to compete more effectively. With plenty of colorful characters and dramatic events, Comeback is business journalism at its best. David Rouse
Most helpful customer reviews
13 of 16 people found the following review helpful.
Pretty good, but tedious at times
By A Customer
This book is pretty good, but it spends too much time, I think, describing everything that the auto companies did wrong, and not enough about what they did right. An interesting feature of this book is that in the portion about what went wrong the book details almost exclusively the foibles of the CEO and Vice Presidents of the car companies, while the section on the "comeback" details the activities of lower rank managers and engineers. Coincidence or intentional? The message seems to be that when CEO's get out of the way, the workers can succeed. Overall, this book was good, but I thought that Mary Walton's "CAR" was a better car book.
10 of 12 people found the following review helpful.
great book!
By A Customer
This book is excellent. It reads like a novel -- managers and executives are described in terms of their personalities and their accomplishments/failures. The "plot" progresses from the early 1980s when Honda entered the American automobile market to the mid-1990s when the Big Three finally got their stuff together and cameback from near failure to become true competitors again. I would recommend this book as a must-read to anyone interested in the automobile industry and a good read for anyone else.
3 of 3 people found the following review helpful.
Premature Congratulations
By John Mccarrier
This book is a well written record of many key events in the history of the major domestic auto manufacturer in the period from 1984-1994. These events include the hiring and firing of CEO's at all three companies. The authors also tell the stories of the development of the Fiero, Neon, and 1994 Mustang as well as the establishment and impact of the Nummi manufacturing plant.
The unfortunate message of the book is that the domestic auto manufacturers had learned many painful lessons in the late 1980's and early 1990's and by 1994 had made sufficient strides in labor relations, new product development, product quality, use of automation, lean manufacturing, and organizational flexibility to successfully meet the challenge posed by Japanese auto manufacturers. Clearly their victory lap was premature.
The authors noted in their epilogue that during this period the domestic manufacturers blamed their problems on the government, unfair trade, blockheaded workers, snooty American consumers and the media. Bob Lutz is still making exactly those same complaints today.
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