Sharon Terlep from the Dow Jones Newswires: Auto magnate Roger Penske believed he was taking over General Motors' Saturn brand until the very last moments, when France's Renault shocked both Penske and GM by backing out of an agreement to provide vehicles. Penske addressed the failed deal Friday as he announced Penske Automotive Group's quarterly financial results.

Jamie Lareau from Automotive News: Jill Lajdziak, who joined Saturn before its first car was sold and led the division through its demise last month, will retire from General Motors at the end of the year. Lajdziak, 52, will take vacation time until then, said spokesman John McDonald. In the interim, GM's Steve Hill, will coordinate the wind-down of the Saturn brand.

Eric Mayne from WardsAuto.com: GM is entering the free-agent market. The auto maker will reach out next week to some 1.6 million customers affected by the wind-down of its storied Pontiac brand. Susan Docherty, vice president-U.S. sales, calls these consumers "free agents" and says GM will attempt to steer them to Buick-GMC or Chevrolet dealerships by offering free oil changes. GM also will distribute information about Buick, GMC and Chevrolet product portfolios as it tries to keep these customers "in the family," Docherty says, adding a similar campaign is being planned to woo Saturn-brand customers.

From Knowledge@Wharton: General Motors' decision earlier this month to scrap its Saturn brand triggered frequent retellings of the many ways in which GM missed an opportunity to recast itself and the auto industry. But other manufacturers did adopt some of Saturn's innovations, according to Wharton faculty. Indeed, they say, the Saturn story provides a roadmap for what to do - and what not to do - as the auto industry adjusts to the post-financial crisis world.

Bryan Laviolette from Michigan WLLZ: Much has been written about why Saturn was somewhat of a success through much of the 1990s. Even though General Motors starved the brand for new products, those who bought Saturns back then loved them. Sure, buyers enjoyed the no-haggle deals and the fresh approach to selling cars. They loved it when dealer employees clapped as they drove their cars away for the first time. But what they really loved was that the cars were good, possibly the best cars GM has made since the 1950s when it ruled the American market.

Jessica Anderson from Kiplinger's Personal Finance: If you're in the market for a new car, GM's loss could be your gain. Saturn's dealers have until the end of October 2010 to close, now that a deal has fallen through to sell the car line to the Penske Automotive Group. But many showrooms could close by January because inventory is low. That means the sooner you shop, the better your choices.

David Booth from the Fast Lane via MSN Autos: I also suspect that in my perfect world that Fiat would not have bought Chrysler. Come to think of it, after visiting Chrysler's research and development facilities recently, methinks that in Fiat CEO Sergio Marchionne's perfect world, he too would not have bought Chrysler.

Bryan Lavoilette from Michigan Live: Don't be surprised if General Motors' deal with Penske Automotive is back on within the next week or two. Penske backed out of its plans with GM to buy the ringed-planet brand when the automaker which was going to build its cars nixed the deal.

Andrew Eder from the Delaware News Journal: At least three auto companies have toured the empty Boxwood Road assembly plant near Newport in a bid by the governor's economic development team to revive the state's moribund manufacturing sector. Delaware is competing against suitors in Michigan and other Midwestern states where the American auto industry has cut back production leaving dozens of abandoned auto plants. Access to foreign markets through the Port of Wilmington and a commitment to green technology could help Delaware revive a 62-year legacy of building cars that ended when General Motors closed Boxwood in July.

Joseph Szczesny from the Oakland Press: The theory of the virtual car company is a favorite concept of a lot of consultants and analysts that are part and parcel of the car business, not only in the U.S. but around the world. The idea draws a lot of its energy from the idea that a virtual company wouldn't need to have expensive engineering labs and assembly plants. Instead, they would belong to a supplier. In addition, the virtual company would limit the need to keep many expensive employees on the payroll and the "legacy" costs for pensions and health care benefits, leaving more money for critical things like executive bonuses and, of course, very lucrative contracts — or so the theory goes anyway.