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  1. Identify and define the key issues
    1. Saturn differentiation strategy
    2. A lack of profitability
    3. A risk of cannibalization
  2. Mobilize strategic choices
    1. To sell Saturn to a Japanese competitor (apparently Toyota)
    2. To merge Saturn with another GM subsidiary (probably Chevrolet)
    3. To continue to invest in and develop Saturn

Saturn has introduced new production methods such as the use of the lost foam casting and production processes, the ability to adjust the charge and the capacity, to release a new set of features or product every year and to focus on a unit based working approach. In opposition to other U.S car makers, Saturn succeeded in maintaining close relationship with union representatives and in managing well its human resources (bonuses, empowerment, training). It has also implemented a strong retailing network and new sales processes. The outlets are dedicated to Saturn only and franchise rights are granted without expiration dates. As far as sales are concerned, Saturn wants to build a long-lasting relationship with its customers through a money-back guarantee policy, innovative methods to keep in touch and the settlement of the MIS. Thanks to all these elements, Saturn was able to become a very good alternative to Japanese models in terms of quality, technological achievement and price.

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