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Fiat shares went up 13% on Jan. 2, 2014, after the agreement to buy the UAW trust fund's 41% stake. Fiat has to pay $1.75 billion to the trust fund, and it is now the most indebted automaker except for Peugeot, according to Citi. With sales slump in Europe and without a siginificant presence in Asia, Fiat still has problems, says Peaple. Yet this is a major step forward for Fiat in diversifying beyond its European base- without Chrysler Fiat's net profit in the first 9 months of 2013 would have been a loss of 729 million euros, in the place of the current net profit of 655 million euros for that period.

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Ford is facing a sales disaster in the China market after lagging in coming up with new models and falling behind in adopting new technology in the hyper competitive Chinese market. Sales dropped from 1.27 million vehicles in 2016 to 752,000 vehicles in 2018. In 2018 sales dropped by 37%, when the Chinese market declined by 3%. In 2019 the car market in China shrank by another 12% in the first half.  The problems stem from poor management. Alan Mulally started the China project, his successor from a Michigan furniture company CEO Jim Hackett was unable to grasp the challenges in China with new technology a key feature of keeping abreast of the Chinese market. A succession of new executives in China from U.S. or EUropean operations compounded the problem each group lacking the touch needed with local Chinese conditions. Some experts say Ford is now becoming irrelevant in the Chinese market after being a late starter in coming to China and then investing billions in a catch up effort. GM and VW started much earlier. Ford reported loss of $1.5 billion in 2018. From 5% in 2015 its market share dropped to 2.1% in first quarter 2019. Ford was complacent and applied a global strategy in China when local Chinese car companies were moving with lightning speed. Ford was asked to locate in the far interior of the country as a late comer to China and its partner Chang'an Auto was more concerned about keeping car jobs than introducing the latest technology and models. China is obsessed with new technology and there is no way Ford could be allowed to get away with outdated models. ...

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The risks companies face in having members of Boards serve for long periods of time, sometimes decades. The situations and the world changes, board members "become stale," or worse fail to question and exercize intelligent oversight over company decisions preferrring compromise to constructive criticism.

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Days after firing Henderson, and leaving Lutz with an advisory role with no reports, Whitacre who is now the CEO has moved to bring younger managers in important positions. Mark Reuss assumes the role of head of the North American operations. One year ago he was running the Australian operations. He was only recently in charge of engineering at GM. The Board is pushing for these changes. Whitacre says the GM culture and tendency for top managers not to bring in younger managers to run things has stifled talented younger people at the company. Susan Docherty was given additional responsibilities of marketing. Some of these moves were long overdue. The old echelons simply stayed on for too long risking the jobs of tens of thousands of GM workers and taking the company to the brink of disaster.

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Readers will ask the question why did it take GM so long to close the jobs bank? Not till January 29, 2008, in the depths of the downturn with looming bankruptcy did GM close the jobs bank.

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IHS Global Insight estimates that output in the US for the auto industry for 2009 will be 9.5 million vehicles, with capacity of 16.9 milllion vehicles this amounts to 56% capacity utilization number which is very low. Center for Automotive Research estimates that the sales began moving ahead of trend in 1996 and really accelerated after 1998. The easy financing fueled the boom. Now the 16-17 million sales years that were considered normal are seen as inflated and way above the trend. All this suggests that there is a lot of restructuring ahead for the auto industry.

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Hard hitting article by an expert in the field of manufacturing and the automobile industry. Problems facing GM and Ford in his view- Note the following: 1) The engineering system with chief engineer in charge of product, concurrent and simultaneous engineering. Better development system for new products at Toyota. 2) How to work with suppliers by leaving room for suppliers to make a profit while attacking every kind of waste jointly. 3) Hardest hitting point on the culture. GM and Ford have cultures that turn competent people into Dilberts. And noting that if ordinary people -Dilberts even- are put in a great business process they become great team players. 4) Customer Service at Lexus. Customers cheerfully pay more because they love the treatment. 5) Labor relations- Union and management know what does not make sense yet no accomodation has been reached, because their conversation has broken down. Womack's comments leave a lot to think about and reflects a feeling that seems to run outside of the midwest- that if GM and Ford can't get a grip on their problems and fix them other companies like Toyota can replace them. A sense that Toyota as a global company is as much of an American company as GM or Ford. ...

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Controversy about whether bringing back a revamped Ford Explorer is a good idea. Ford's Farley thinks Americans might still consider an Explorer with high fuel economy, getting it up to 28 mpg from 15 mpg. But the evidence is that Americans have soured on SUV's. Consider that during the cash-for-clunkers program more Explorers were scrapped, and by a large margin, than any other model. Sales are down from 450,000 at one time to 52,000 today. To get buyers to look at the Explorer Ford is trying to change the looks from boxy to sleeker car-based crossover , and add high tech features. In fact it is going to be built not as an SUV, but on the same architectural base as the Taurus.

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Lenovo's acquisition of Motorola Mobility for $2.91 billion. After Google acquired Motorola Mobility, Lenovo's Mr Yang invited Mr. Schmidt of Google to dinner and told him Lenovo would be interested in acquiring the smartphone maker if Google decided it did not want to be in the hardware business. Google sees Lenovo as the company which can make smartphones at lower prices to reach a larger number of users. It also offsets the price rigidities in the market with Samsung controlling a large market share and reaping a larger share of the profits compared to other firms.

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House Speaker Pelosi and Majority leader Reid prempt the Bond-Levin proposal to use the $25 billion of funds from the energy efficiency retooling for operating expenses. They said there were just not enough votes to pass the change. And the general feeling was that the automakers had hurt their case more than they had helped it after 2 days of hearings in the Senate and the House on November 18-19, 2008. Pelosi put it this way, "until they show us the plan, we cannot show them the money." The automakers were asked to come up with a plan that shows accountability and viability. Pelosi is from California, a state that has seen its mandate for controlling auto emissions held up by the automakers lobbying and the Bush administration EPA, and which favors higher fuel efficiency, higher than the numbers passed in recent legislation, also held up by the automakers lobbying efforts. So there is a three way battle going on with the states in the midwest and the Bush administration pitted against Pelosi-Reid-Waxman and the younger Obama supporters in Congress for the $25 billion in energy efficiency retooling to be used for salaries and so on. And the other battle pitting the midwestern states against all those who call for strict conditions including firing management, and serious restructuring within or outside prepackaged bankruptcy. Reid and Pelosi called for Congress to reconvene on December 2. Reid said that what happened this week has not been good for the auto industry,, which is ominous, because the hearings showed an unrepentant automaker management which did not accept any of the errors made by management long before the credit crisis in October, which riled Congressmen. Another thing was the reference to corporate jets which came up in the hearings, and Reid emphasized as did others that these guys flying in in their corporate jets did not send a good message to people in Searchlight or Reno, Nevada. The reason this is important is that executive compensation and golden parachutes are moving right to the top as they do in such times, as evidenced by the story in the Wall Street Journal frontpage on November 20 about 120 executives making $21 billion in compensation in the last 5 years including failed companies, see the link. . ...

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Toyota ended its relationship with Tesla to focus on fuel cell technologies. Panasonic is taking up electric car batteries project in stages to limit risk. As Tesla focusses on a car for the mass market at $35,000, both the upside and the downside are evident, as shown in this report by Pulliam, Ramsey and Mullins of the WSJ. The reporters say the arrrangement of interconnected companies Solar City, Tesla, and SPace X through Musk's holdings and his personal loans to companies in difficulty such as Solar City- using his Tesla shares as collateral- is a risky business. This follows the way Valeant shares lost 14% in one day, as market perception changed. Venture capital companies such as Jurvetson with which Tesla has connections, and relatives, round up the ownership of these companies in a tightly knit arrangement with Musk as the key shareholder in an unconventional arrangement, says WSJ.