#PR

Apparently.

Having been told by the Secretary of Transportation that the Chrysler Group’s motley assortment of new trim level names, rebadged Lancias, decal-sporting special editions represents “the cutting edge of developing the kind of products that I think people in this country, and also in other countries, are really going to feel very favorable toward,” CEO Sergio Marchionne apparently thought enough had been said about his struggling bailout baby. As CBS reports, Marchionne suddenly canceled a 45-minute scheduled press availability before he had the chance to confirm LaHood’s astonishing opinion.

GM’s VP got a guest spot on Edmund’s Inside Line to promote his “to-do list for 2010.” The top two spots on the list are dedicated to Lutz’s resolution to “remain focused on the product above all else,” presumably because “stop repeating self” was cut by GM PR. But number three on Lutz’s list is of considerably more interest. Labeled “change minds,” Lutz uses the entry to defend the General’s “perception gap” hobbyhorse. You see, when GM accuses consumers of being too stupid to understand how great GM’s products are, they aren’t actually calling consumers stupid. In hopes of clearing up the confusion, Lutz does what any other savvy marketer would do: call the media stupid.

Let me digress for a moment and say that I’ve seen it written that GM’s marketing strategy is based on the fact that the consumer is too dumb to know what great vehicles it makes. I take huge issue with that. That’s an example of the media trying to ascribe some of the old GM arrogance where none exists.

In the first unique Chrysler brand spot since bankruptcy, America is referred to as ChryCo’s “traveling companion.” Which is a bit rich, considering the American people were generous enough to spend billions pulling the wreck that was Chrysler out of a ditch less than a year ago. Who knows, maybe the term “unwilling investors” didn’t play so well in the workshops, a possibility that might also explain why only a single modern Chrysler vehicle (the 300) is allowed to punctuate the ad’s gauzy nostalgia. In any case, notch up another Chrysler Group ad that says nothing about anything that might give one hope for the firm’s future. Ironically enough…

Why does TTAC roll its eyes at every proclamation of change, rebirth and renewal from automakers, particularly of the Detroit-based variety? To put it in a single French phrase, dèjá vu. In an industry as cyclical as the automaking game, the latest downturn always takes place within recent memory of the last downturn. As a result, the promises of reinvention and renewed focus are still ringing in our ears by the time each new PR offensive rolls out. One can only hear so many pleas and promises before they all start running together, creating the permanent, inescapable sense that we’ve been here before and it didn’t work out. No better evidence for this phenomenon exists than this series of videos from the 1988 edition of GM’s perennial campaign of renewal (especially in part two). The music may have changed, but the beat goes on.

OK, so the latest GM Fastlane PR exercise is actually entitled “What Is GM Doing With The Money?” Defensive much? Anyway, coming from Fastlane, there’s obviously no mention of giving Cadillacs away. Or throwing cash down the Delphi hole. Or paying Brazilian workers to sit on their hands. No, having received $13.4b, GM’s Steve Harris reveals that GM’s plan is to (wait for it) comply with the terms of the loan! In other words, “prove that we can repay the loan, achieve a positive net present value, and meet federal fuel efficiency and emission requirements, and manufacture advanced technology vehicles in the U.S. ” And with the federal money, GM is “making progress,” says Harris. How? By building concepts like the Cadillac Converj. And announcing vehicles like the 2010 Equinox (Saturn Vue cannibalism!) and the 2012 Spark and Orlando (which debut after the loan is due). Hallelujah! And though Harris mentions the UAW Job Bank shutdown and “discussion” of plans to reduce dealers by 400 per year, his effort to “do a better job of communicating our successes (and) how we will be changing going forward” leaves out all the interesting bits.