The product policy we proposed is the one for which General Motors has now long been known. We said first that the corporation should produce a line of cars in each price area, from the lowest price up to one for a strictly high-grade quantity-production car, but we would not get into the fancy-price field with small production; second, that the pr

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From the strategic standpoint at that time, however, the most dangerous gap in the list was that between the Chevrolet and the Olds. It was big enough to constitute a volume demand and thereby to accommodate, on top of Chevrolet, a competitor against whom we then had no counter. It was therefore an important gap to fill both offensively and defensi

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From the inside the picture was not quite so good. Not only were we not competitive with Ford in the low-price field — where the big volume and substantial future growth lay — but in the middle, where we were concentrated with duplication, we did not know what we were trying to do except to sell cars which, in a sense, took volume from each other.

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