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Fiat-Chrysler's Sergio Marchionne tells an automotive conference that the new fuel efficiency targets proposed by the Obama administration will be "an incredible stimulus for the American auto industry." He is confident that the new 2025 standards can be achieved. He said the industry had a bad habit of crying wolf and emphasized the need to get there so that the U.S. auto industry could be at the forefront of the changes taking place. He also cautioned the industry to not get comfortable with China's role as an emerging market that helped increase global sales. That growth is slowing and it presents another potential risk for the automakers- the potential for China to export 10% of what it makes to overseas markets including the U.S. and Europe. All of which increases the urgency of building the industrial base and competitiveness of the automotive industry in the U.S.

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Sergio Marchionne, CEO of Fiat-Chrysler told a conference in Michigan -"these are people who did not grow up and become conditioned to doing business in Detroit. " He cited this as one reason the new generation of leaders at the U.S. auto companies had embraced the new fuel efficiency standards. Another point he made that was well received was that "anybody who surrenders 14 years before the date ought not to be in business." He was referring to the 2025 deadline for the new standards. This view was well accepted by the other auto companies and by the UAW workers union, showing the big change that has come about in the U.S. auto industry.

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GM is conducting a wholesale review of its product lineup and its brands as the severity and sharp decline in sales of SUV's and pickup trucks has caught many automakers including Toyota by surprise. Prices of used pickup trucks and SUV's have declined by 25% in a matter of a few months with the sharpest decline in May and early June according to CarMax a used car retailer. See the link to this in WSJ, June 19, 2008. For GM this amounts to a redirection of critical resources that would be wasted under the earlier plan which involved a new generation of trucks and SUV's to hit the market in 2012. Now these resources need to be redirected to where the market is in smaller fuel efficient designs. GM is seeing its stock price and critical resources of cash and investment in desirable new product impacted by this lack of perception and action on the direction and speed with which the market is moving. is moving

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Chrysler has no new models in its product lineup except for the small Fiat 500 car and some product redesigns like the new 2011 Jeep Grand Cherokee. For about 2 years Chrysler has had liitle that is new to show buyers coming into its dealership showrooms. As competitors Ford and GM recovered sales after the 2008 crisis, Chrysler's sales have been dismal. A lot is dependent on how the new Jeep Grand Cherokee is seen by car buyers. Chrysler and Mercedes had essentially redesigned the Grand Cherokee by the time of the bankruptcy filing in April 2009 and Fiat's takeover. So even though it is presented as the new Chrysler, analysts say its not something Fiat's involvement created. What Fiat added is attention to some of the technical details, and working on the marketing aspects so that its off-road and on-road capabilities are presented in the best possible way to attract buyer interest, keeping price as close to sticker as possible. The question now is whether in Chrysler's difficult situation, the American car buyer will respond to the new Cherokee with interest. Sales peaked for the Cherokee at 300,000 in 1999 and dropped to 50,000 in 2009....

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Fords plans to introduce new engines and transmissions for the Fiesta subcompact, the Mustang, the Super duty pickup and the F-150 pickup. With these engines and transmisssions Ford's goal is to take a leadership role in fuel economy among carmakers. In all Ford plans to introduce nine new or upgraded engines and six new transmissions in its cars and trucks, a significant step for Ford.

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The transformation of Fiat Auto. Marchionne relying on "my kids", getting good people throughout the Fiat global operations and outside of a younger generation, who were open to doing things in a new way. He had the courage to unassumingly go about the business of remaking Fiat, by removing middle and upper managers who produced a kind of paralysis or sclerosis in Fiat, making change impossible after years of a failed culture embedding itself. And in their place he brought in an energetic courageous bunch of younger managers and designers. It would be fair to say that he tore up the old plans, tore up the old organization charts, tore up the car plans and designs in the pipeline, tore up the failed models and put in place new ones- the Bravo for the Stilo, and tore up the old management, put in new people and tasks and wedded them in an informal way, with their own culture developing along the way. The were teams and their tasks, all wedded together in an informal arrangement, in close proximity, with informal communication. Marchionne saw his role as helping people reach decisions, setting stretch goals, and encouraging levels below him to take responsibility and make courageous decisions. He saw the Cinquicento as his version of the Apple iPod, and benchmarked Fiat against Apple, so he was looking outside the auto industry for people to emulate and for new ideas. He himself was from outside the auto industry. ...

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Ford's ways to boost fuel economy in the immediate short run. Putting Eco-Boost engines, reducing weight, using aerodynamic materials, power assisted steering, and doing this on the Ford Explorer.

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Chrysler's net income increased in 2012 to $1.67 billion, up from the $183 million in 2011. Revenue was $65.8 billion in 2012, increasing 19.6% over $55 billion in 2011. To see what impact taking ownership stake in Chrysler over four years has accomplished for Fiat one has to consider the losses Fiat would suffer without Chrysler. In France the lack of a foreign presence required Peugeot Citroen to look for government aid. Even the initial investment in Chrysler by Fiat made use of the $2 billion in a breakup fee for an agreement Fiat signed with GM before 2007. Showing the huge dividends Fiat has gained from the new management team installed at Fiat in the last decade. This makeover of Fiat was done using younger managers under an executive from outside the auto industry. That alone would have not saved Fiat, leveraging the skills at Chrysler was a crucial opportunity. Fiat now has a 58.5% stake in Chrysler. Taken alone Fiat would lose $1.04 billion euros or $1.4 billion in 2012, and would need government aid, even after the turnaround under Marchionne, showing how crucial taking the initiative to make the early investment in Chrysler was to saving Fiat. Sensing this opportunity when first Daimler and then Cerberus private equity failed with Chrysler, taking advantage of the government aid to Chrysler after the 2008 financial crisis, and creating a partnership with the government on issues such as fuel efficiency, may be the biggest achievements of Marchionne and his team of managers. Sensing the opportunity to get geographical diversification by taking on Chrysler separated Fiat from Peugeot Citroen, which lacked this diversification and had to turn to the French government for aid. Taking on the Chrysler venture, sensing the timing and balancing the risk with management knowhow, securing the right kind of deal with the U.S. government to reduce risks in 2008, turning Fiat technology in small cars into a saleable asset, and managing the relationship with the Obama administration, separates Marchionne and his team from a management team that would have seen its role in a purely Italian turnaround which would have not lasted. ...

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Will Detroit automakers be able to respond to a change in consumer preferences and a shift to cars from SUV's and light trucks? Gasoline prices are expected to rise significantly in 2011, and could approach $4 a gallon. The Detroit carmakers are better prepared now than in 2008. The question is are they prepared enough considering that there was a renewed emphasis on light trucks and SUV's in the lineup of Detroit carmakers in 2010, and compared to Asian competitors in the market whose focus is still on cars. To rebound to profitability GM and Ford took advantage of a pickup in SUV and light truck sales. Chrysler benefitted from a revamped Jeep Cherokee. All three Detroit carmakers sold more light trucks and SUV's than cars in 2010, and GM's car sales went down in 2010. By comparison Toyota and Honda sold more cars than SUV's and light trucks in 2010, and Hyundai does not make any light trucks. Toyota brand US sales head, Bob Carter, says as vehicles are becoming more fuel efficient across all sizes he does not expect the impact to be as dramatic as in 2008. The impact of fuel prices is becoming evident at some Toyota dealerships where sales of Prius vehicles are up significantly. In 2007 before a gas price surge SUV and truck sales were at 53% in the US market, they were down to 47% in 2009, and are now back up to 50%....

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Sales of new vehicles are in even steeper decline in Japan than in Germany. Germany saw a boost with reunification with East Germany. Eastern Europe is next door for sales and manufacturing. Sales declined 7.6% in 2007 over 2006 to reach 3.406 million vehicles, the lowest level since 1972. With 9 new models Toyota's sales declined by 6% in 2007. Something is happening in the developed country markets that shows the markets there are declining relative to the new markets in Asia and other emerging markets. How automakers fare in the future and which survive and grow will depend on how they prepare and execute strategies for these markets focussing on new design, efficient manufacturing and new technologies These markets will bring a different set of customers looking for improvements.

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New models introduced by Chrysler, Ford and GM, and the revitalization of the U.S. auto industry in 2011-2013.

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Chrysler's model lineup will show a number of small cars. The Fiat 500 will be made at the plant in Toluca, Mexico. And Fiat 4 cylinder engines will probably be made at Dundee plant.

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The critical exchange between oil companies and auto companies about who is at fault for the energy crisis. In one ad that ran last year, Chevron argued that "if automakers improved fuel economy across the board by just 5 mpg, we'd save over 22 billion gallons of gasoline a year." The criticism is also sparked by the high price of oil which is hurting sales of pickups and large SUV's that the automakers depend on for profits. One ad by Exxon Mobil shows a cartoon of a large SUV filling up at a gas station and hints that the problem rests with the automakers who have failed to build the kind of highly fuel efficient vehicles that are needed. The ad says that the average fuel economy of new U.S. autos has not gone up much in two decades, the small gains have been offset by the increases in the size and weight of vehicles.

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The newer generation of SUV's after the 2008 crisis for Detroit automakers. Comparison of the features of the newer vehicles from Chrysler, Ford and GM compared to the older vehicles. Fuel efficiency has increased, but is it enough to meet a change in customer preferences in the face of higher fuel prices in 2011-2012.

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The situation in the Japanese consumer market. There is a slow decline in Japanese department stores over the last 14 years. Car sales are also in decline. A number of trends are converging. Japan's population is declining. About one third of Japanese jobs are now non-permanent, part-time or contract jobs.The result is a decline in demand and move to lower priced goods. Smaller cars that have engine displacements below 660 cubic centimetres are seeing increasing sales. The cost is less than $10,000, and cost less to run and maintain. These cars were 20% of the total car sales in 1995, now they are 30%, according to the Japan Automobile Manufacturer's Association.

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Ford plans to reduce the weight of its F-150 pickup truck by about 700 pounds, a 15% reduction in weight, by switching parts of the body from steel to aluminium. The new F-150 pickup truck is designed to be introduced in 2014 and capable of meeting new fuel efficiency standards through 2020. This would enable a 25% increase in fuel efficiency and help meet the Obama administration fuel efficiency standards of 2011, which require the U.S. vehicle fleet to average 54.5 miles per gallon by 2025.

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After major declines in production in 2011 following the tsunami and earthquake, Japan's big three automakers are rebounding quickly in the domestic market. Toyota says its sales in April tripled to 107,826 in April from the prior year and exports increased six fold to 180,050. Nissan says domestic sales increased by 64% to 39, 413, and exports tripled to 52,660. Honda says domestic sales doubled to 55,500, and exports triped to 217,977.

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Ford gains market share in California, as Toyota and Honda's share of the market declines. Ford's market share is up 2 percentage points on the east and west coasts compared to 5 years ago, according to R.L. Polk data. The Ford Fusion sales for the first half of 2013 are up 18% over the prior year and exceed 300,000. Growth in the coastal U.S. markets comes from the 2013 Fusion, the C-Max, hybrids, and the redesigned Escape. Cars and crossovers are especially important in coastal markets. In the past Ford depended mostly on SUV sales in the midwestern markets with imports dominant in coastal markets. This is now changing with models like the Fusion and hyrids introduced by Ford. With it the image of Ford is also changing, as buyers in California are among the most affluent and culturally influential in setting trends.