But the challenge at GM was more overwhelming. By the time Lutz arrived, the company's U.S. market share had slipped to well below 30 percent, from nearly 50 percent two decades earlier. With too many divisions, more than 100 product lines, and frequent turf battles, GM was a bloated bureaucracy. Evidence of this was everywhere. For one thing, there was the new Pontiac Aztek, a combination sport sedan, SUV, and minivan whose ludicrous design caused customers to avert their eyes in disgust. And though Cadillac had attempted to come up with new, updated styles, most of the younger buyers the division was targeting showed no interest. Meanwhile, the once indomitable Oldsmobile was being phased out, and Chevrolet, which used to brag it was the perfect car in which to "see the U.S.A.," had devolved into a truck maker.