Holden's problems, which sparked its decision to close its local manufacturing operations, are both simple and complex.
Simple in that the company is just not selling as many cars in Australia, and particularly locally-made cars, as it used to.
Complex in the reasons behind that decline.
General Motors chief executive Dan Akerson describes it as the "perfect storm".
He says the company's Australian operations have been damaged by the sustained strength of the Australian dollar, the high cost of production, a small domestic sales base and arguably the most competitive and fragmented auto market in the world.
The result of all that has pushed demand for Holden's locally-built Commodore down 11 per cent, while sales of the four-cylinder Cruze have dropped 15 per cent.
But why? Both cars are among the best the company has ever built.
The problem is Australia's car industry is now swamped with more brands and models than ever before, thanks largely to falling tariffs over the past 20 years and more recently the strength of the local currency.
Quite simply, buyers are spoilt for choice.
So Holden has been competing against companies that can match or better it on features, reliability, refinement and, most importantly, price.
On top of that, buyers in the 21st century have changed.
Australians are no longer happy to have the same car in the driveway as other people in the street.
They want to be different, show their individuality, and that often translates to buying a Volkswagen, an Audi or some other brand.
A fundamental feature of the market, and one where Holden was traditionally strong, has also changed.
In years gone by, many of Holden's Commodore sales, and those of the Ford Falcon for that matter, were courtesy of fleet buyers.
People driving company cars often weren't given a choice in what they could drive and, if they were, it was limited.
Fast forward to today and arrangements have changed. Many people with subsidised transport are now responsible for picking their own vehicle and partly for paying for it, or at least covering the cost of running it.
So some have downsized, while others are now casting a wider net.
Now, let's look at some international factors.
Like all companies producing goods for both the domestic market and potentially for export, Holden has been hit hard by the strong dollar.
It has almost killed off the company's ability to sell into many major markets.
At the same time imported models from its competitors have become cheaper in the domestic market, leading to a double whammy for local car producers.
Holden has also worked hard in recent years to become more integrated into General Motors' global operations.
That offers benefits. It has been able to use its design and engineering expertise to secure work from its international partners, while it has also helped with sourcing cars and components from overseas.
But when you are simply viewed as a small cog in a global giant, there's the potential that you're more easy to discard, especially when your particular operation doesn't shape up favourably compared with others around the world.
That has been made clear by Holden chief Mike Devereux in recent weeks when he revealed that the cost of building a car in Australia is $3750 more than in other GM plants, a fundamental problem the company ultimately could not address.
Those cost pressures would have been front and centre for Mr Akerson, especially at a time of excess capacity at a number of GM's manufacturing operations in other countries.
After going through their own meltdown, including bankruptcy proceedings and government bailouts, GM chiefs have also cast aside any lingering sentimentality to subsidiaries like Holden, regardless of their iconic status.
It was a case of perform or perish.
As for what lies ahead, Holden will be hoping its decision to stop local production will not result in a buyer backlash.
Mr Devereux says he understands the emotional connection many Australians have with the brand.
But he's confident the company, as an importer only, has a bright future.
"In this business, no matter where you are in the world, it's about three things," he says.
"Product, product and product."
