General Motors Co - FORM 8-K - EX-99.1 - CONFERENCE PRESENTATION DATED JANUARY 11, 2011

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CHRIS LIDDELL

Vice Chairman and CFO

Exhibit 99.1

In this presentation and in related comments by our management, our use of the words

“expect,”

“anticipate,”

“possible,”

“potential,”

“target,”

“believe,”

“commit,”

“intend,”

“continue,”

“may,”

“would,”

“could,”

“should,”

“project,”

“projected,”

“positioned”

or similar expressions is

intended to identify forward looking statements that represent our current judgment about

possible future events. We believe these judgments are reasonable, but these statements are

not guarantees of any events or financial results, and our actual results may differ materially

due to a variety of important factors. Among other items, such factors might include:

our ability

to realize production efficiencies and to achieve reductions in costs as a result of our

restructuring initiatives and labor modifications; our ability to maintain quality control over our

vehicles and avoid material vehicle recalls; our ability to maintain adequate liquidity and

financing sources and an appropriate level of debt, including as

required to fund our planning

significant investment in new technology; our ability to realize

successful vehicle applications

of new technology; and our ability to continue to attract new customers, particularly for our

new products

GM's most recent annual report on Form 10-K and quarterly report on Form 10-Q provides

information about these and other factors, which we may revise or supplement in future

reports to the SEC.

FORWARD LOOKING

STATEMENTS

Cyclical

High operating leverage

Capital / engineering intensive

Highly leveraged / interdependent value chain

INDUSTRY STRUCTURE

HIGH OPERATING LEVERAGE

Global OEM EBIT Margins

Note: Global OEMs include GM, Ford, BMW, Daimler, Fiat, Honda, Hyundai, Nissan, Peugeot, Renault, Toyota, VW.

CAPITAL / ENGINEERING

INTENSIVE

Not This

This

Business

Cycle

Engineering /

Capex Spend

DESIGN, BUILD and SELL

THE WORLD’S BEST VEHICLES

NEW BUSINESS MODEL

DESIGN

BUILD

SELL

DESIGN

World's Best Vehicles

Fewer Brands,

Global Architectures

Higher

Capacity

Utilization

Reduced

Inventories

Lower

Incentives /

Higher Prices

Improved

Brand Equity

Higher

Residuals

Higher

Profitability

and ROA

Reinvest in

Vehicles

Strong investment grade credit rating

Minimal debt

Fully funded, de-risked pension plan

FINANCIAL STRATEGY

How realistic?

WACC?

Temporary strategy?

QUESTIONS

PROGRESS

9/10

adjusted

for

completed

capital

actions,

planned

equity

contribution

pension

plan

and

funding

AmeriCredit

acquisition.

Perpetual

preferred

face

value.

Cash

includes

marketable

securities

and

Canadian

Trust

restricted

cash.

WACC

Tax Shield

WACC

Debt Ratio

Financial Theory:

Debt

Tax Shield

WACC

GM tax losses = ~$40B

BACK TO THE FUTURE

* Adjusted debt as of 9/30/2010.

Not rated but

minimal debt

CONCLUSION

Source: Motor Trend Magazine September 2010 Cover

Financial

strategy

will allow

us to play

OFFENSE,

not defense

Expect Q4 EBIT to remain positive, but at a

significantly lower run-rate than each of first

three quarters

–

Different production mix

–

New vehicle launch costs

–

Increased engineering expense in support of

future products

$0.7B non-cash charge associated with purchase

of Series A Preferred Stock held by United States

Department of Treasury

Q4 OUTLOOK

MARK REUSS

President, GM North America

GM U.S. MARKET SHARE

U.S.

market

based

Buick,

Cadillac,

Chevrolet

GMC

only

Product launches

–

Full year of Cruze, Regal, CTS Coupe,

Heavy Duty Pickups

–

Regal begins production in Oshawa

–

Increase in Terrain/Equinox production

–

Volt, Verano, Sonic, Camaro

Convertible

Flexible manufacturing

–

Build to market demands

Focus on quality

IT’S ALL ABOUT CARS,

TRUCKS AND CROSSOVERS

2011 CY GM PRODUCT LAUNCHES

UNITED STATES

CANADA

Chevrolet Camaro

Convertible

Buick Regal GS

Chevrolet Orlando

Chevrolet Volt

Chevrolet Sonic

4dr

Buick Verano

MEXICO

CENTRAL AMERICA/CARIBBEAN

Chevrolet Camaro

Convertible

Chevrolet Sonic

5dr

Chevrolet Camaro

Convertible

Buick Regal GS

Chevrolet Sonic

4dr

Chevrolet Sonic

5dr

Buick Verano

GMC Terrain

Chevrolet Sonic

4dr

Buick Verano

Maintain ATP (Average

Transaction Price) strength

Hold % incentive spend

vs. competition

Value story

GM Financial

–

U.S./Canada Lease penetration

–

Grow U.S. Sub-Prime APR

penetration

DISCIPLINE ON PRICE

U.S. LEASE PERCENT OF RETAIL

SALES

Source: J.D. Power and Associates PIN

Dealer network a strength

Facility image program

–

981 Dealers have initiated

improvements

–

2,000 more will begin in 2011

Robust programs in place

–

Drive Dealership throughput

–

Encourage parts purchase loyalty

–

Support customer retention

DEALER NETWORK AND

CUSTOMER EXPERIENCE

Brand building initiatives

–

Chevrolet Carbon Reduction

–

Volt

–

Main Street in Motion

–

Consistent messaging through Tier 3

–

Partnership with MTV targeting

millennial generation

Focus on customer retention

–

Discontinued brands

–

Service/Parts

MARKETING AND

IMPROVING CONSIDERATION

Made large scale changes to

organizational structure

in 2010

On-going adjustments will be

made as necessary

Getting our Soul back

REINVIGORATING OUR CULTURE

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