INTERVIEW JOHN THOMPSON
As he packs his bags for Shanghai, the Chevrolet VP credited with pioneering CNG vehicles here is characteristically modest about the accomplishments he's notched up during his time
in the Kingdom
It took six and a half years and 103 Chevrolet dealerships for John Thompson to get into this column. And we've just caught him in the nick of time! For the man's being promoted, which means he's leaving Thailand, as of September 1, to oversee network-distribution operations at parent company General Motors' Asia-Pacific headquarters in China. But he leaves behind a legacy that will pave the way for Chevrolet to grow in the future.
Thompson, vice-president for sales, marketing and aftersales at Chevrolet Sales Thailand, was responsible for introducing compressed natural gas (CNG) products _ the Optra CNG and Colorado CNG pick-up _ to the domestic market long before high oil prices made it sensible to consider switching from conventional fuel to natural gas.
He preferred to downplay, however, the notion that Chevrolet's CNG programme here was his ''baby'', explaining: ''I met Khun Usanee Chatranon [vice-president for research promotion at the Petroleum Authority of Thailand] at a motor show, which led to a conversation on CNG. She made me understand more about CNG. She educated me on CNG's availability, how liquefied petroleum gas wouldn't be supported by the government and [about] the 300 CNG stations [that was four years ago]. Everything she said is happening ... [pauses to make mental note to self] ... I really need to call her before I go.''
Chevrolet, then a newcomer, needed to be different from the competition given that some rivals already had a head start (Isuzu and Toyota, for instance, had already been doing business here for 50 years at that stage).
How different? Well, Chevrolet pioneered G80 lock-differential technology for pick-ups, sold flat-deck pick-ups in upcountry areas, and offered estate models in the C-segment _ all firsts for the market.
''We had to be different to get attention, otherwise, being truthful with myself, if I was a Thai I'd have no reason to buy this newcomer [Chevrolet]. Our ads, promotions, how we treat customers, nice showrooms, but at the end of the day the competition does all that stuff, too.''
Shifting gears to energy policies, he conceded that fluctuating government positions on CNG and hybrid technology have make it difficult for auto manufacturers, given the high investment costs they have to shoulder.
''At end of the day, it's up to the manufacturer to make sure that they explain to the government what it takes to make these changes.''
And repercussions?
''We explain what's involved in making an E85 vehicle and it's up to the government to decide if they want to help us with our investment or not. That's okay as long as we know it up-front. If we're led to believe that E85 excise-tax rates were favourable, we develop the products and then they don't come out as planned, then that's not too good.''
As for the merits of E85, Thompson stands his ground, pointing out that effecting a major reduction in the amount of oil Thailand imports ''cannot be overstated in its importance''.
The cost of developing a particular E85 vehicle, he said, has a lot to do with how alcohol (E85 contains 85% ethanol) attacks rubber components and little moving parts at the end of the fuel injectors. There's a slight reduction of energy per litre, he noted, which increases fuel consumption to a certain extent.
''If you get 10 litres per 100km, it might go to 11 litres. But what's best for your country is the reduction of [imports of] foreign oil. Look at the mess the world is in because of this oil thing!''
To back up his case he cited the example of Brazil, noting that the increase in the price of a barrel of crude oil to US$147 did not have a major effect there after the government decided to go for E100 (ethanol with up to 4% water; also widely used in Argentina). The man definitely has a point, wouldn't you say?
Thompson has been described as the ''father of CNG'' by Steve Carlisle, president of GM Southeast Asia Operations Ltd, GM Thailand and Chevrolet Sales Thailand. But nearest and dearest to Thompson's heart are his wholesale team, the dealerships and Chevrolet's sales performance.
''My biggest accomplishment is the wholesale team at Rasa Tower. It was 20 [strong] when I came and now we have 107 of the finest people I've [ever] worked with.
''Next is the dealer body which was about 20 when I came but has grown into 103 showrooms, all 3S [sales, service and spare parts]. Most of them are outside Bangkok since it's hard to find green land here [in the metropolitan area].
''Brand new, built to our specifications, makes a statement ... they are beautiful! And the 150,000 Chevrolets we sold since I got here ... we were almost zero and we are now third in passenger cars.''
He hinted that Chevrolet still had room for expansion in its distribution network based on the through-put _ the number of vehicles each dealership sells in a month.
''If you have 240 showrooms and sell 15 or 16 vehicles per month, that's way too many showrooms. If you analyse it, you'll quickly figure out which brands are susceptible to switching and it can work into our way.''
Thompson claims to have never had a difficult day during his professional sojourn in the Kingdom, saying that while things didn't always go right, everyone always pulled in the same direction. ''Not every culture is that way.''
A Chevrolet manager, sitting nearby, appeared to be discreetly brushing away a tear as Thompson wrapped up his first, and last, interview with Motoring _ his last for the time being, anyway
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