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As U.S. carmakers vehicle sales recover and the Japanese carmakers go through a slowdown as a result of disruptions from the earthquake, the U.S. and the Japanese carmakers find their situations reversed. Japanese carmakers are facing vehicle shortages in the U.S.. Detroit carmakers see the opportunity to make gains in market share during this period, till Toyota and Honda return to normal. Detroit carmakers have also been affected by the earthquake related supplier disruptions, but to a much smaller extent. Chrysler expects to produce 50,000 to 100,000 fewer vehicles as a result of disruptions, according to Marchionne. Chrysler, the weakest of the Detroit carmakers, has staged a recovery under Fiat's Marchionne. One hurdle was the high interest payments- $348 million in the first quarter of 2011- on the $7.5 billion borrowed from U.S. and Canadian governments. Chrysler increased revenue by 35% to $13.1 billion, with global sales of vehicles up 18% to 394,000, and profits of $116 million in the first quarter 2011. The market situation is still precarious for several reasons. Sales of pickup trucks and larger vehicles- which still constitute a major portion of vehicles sales of Detroit carmakers- are vulnerable to higher gas prices. The Japanese carmakers have large cash reserves for new investments, and will introduce new models as they recover from the earthquake. In the past Detroit carmakers used incentives to maintain sales, which diluted profits. Jeremy Anwyl, chief executive of Edmunds.com, says Detroit carmakers have an opportunity to get back to a situation where they can compete with foreign carmakers on a level playing field, with better market acceptance and higher prices. GM says it will increase prices by about $123 on average to cover higher materials costs. The risk will continue to be in the product mix of a higher proportion of pickup trucks and larger vehicles in a volatile oil price environment....

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Daniel Howes of the Detroit News thinks there are cultural clashes inherent in a threeway Fiat-Opel-Chrysler combination. His view is that Fiat may be biting into more than it can handle, considering the failure of the GM-Fiat alliance, and the Daimler- Chrysler combination. And the Germans at Opel are not happy with the way they see GM has treated them, so how would it help for Fiat to come into the picture? The Germans love the Italians, says one German Howe talked to, but don't respect them. And the Italians he says, respect the Germans but don't love them. Howe refers to the Renault-Nissan combination as successful, but one that took years to build to deliver commonly engineered cars. But the car industry has been poorly run, without vision and with complacent management, unwilling to try new things and recreate and renew. In other industries efforts are made to build transnational combinations with differing degrees of success. Take the work of the French, Germans and the Spanish in Airbus, in overcoming different cultural factors and pulling together to learn from each other, when given good leaders, on the Airbus 380 project. See the link to this. On Fiat's Marchionne's behalf it could be said that this is a new Fiat, run by a younger generation of Italians, who have a lot of youthful energies and freedom to innovate and improvise. Marchionne himself is more Canadian and European, places where he has spent most of his life, than Italian. And he has take a decidedly different view of things from what the old view holds as being Italian, in building the new Fiat he has done things very differently. In fact there may be less of a country view here, than a management culture view. All nationalities aspire to a good management culture of innovation, and freedom to improvise and respect for one's ideas and thinking, good places to work in. People of all nationalities, Italian, German and American, for the first time, especially the younger people, may see that the one thing they value most and share is the desire to start fresh and take initiative, improvise and work together to do the impossible. The common enemy of Germans, Italians, Americans,French, and other nationalities, may be simply the artheroschelorisis of complacent management, that freezes initiative, does not delegate more responsibility to the young and give the freedom to try new things, bureacratizes the corporation into rigid hierarchies that lack speed, and take no risks to achieve the impossible. See the link to Marchionne and Fiat's transformation. Which is why old prejudices like the one Howe states from one German he talks to, that the Italians "will steal the milk out of the coffee," may be just that - prejudice from another period, that is best left behind to build something new that has no nationality to it. ...

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Fiat-Chrysler's plan to become a Netherlands based holding company with easier board requirements, UK domicile for lower tax rates , and a New York listing for access to deep capital markets. With the change comes financial reporting to U.S. generally accepted accounting principles which does not allow capitalizing research and development. Lahart cites ISI Group analysts that show 2013 R&D capitalization boosted earnings before interest and taxes at Chrysler by 60%.

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The Caryle great man theory painted on a corporate canvass is how Collingwood sees the American obsession with all powerful CEO's, with excessive pay packages, surrounded by all powerful top managers selected by them who also have excessive pay packages. The role of middle management, the importance of middle management and the role of younger entrants to the corporation who bring fresh ideas and thinking to revitalize the company is vastly understated and vastly under recognized. Its importance at  a time like this when fresh thinking is needed on a number of dimensions- vision, energy, fresh thinking, dynamism- is growing and a pressing need for corporations. Some corporations and industries would have benefitted vastly from these younger people into the upper ranks of management. Compare the way the new leadership at Fiat and GM, old Chrysler ran their companies and one sees this striking difference of younger managers taking on large responsibilities at Fiat and older management cliques at GM and Chrysler letting the companies suffocate as their adaptability to the new environments was poor. ...

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U.S. auto sales increase to levels seen before the recession in 2006- with 16.5 million units sold in 2014. Sales increased by 5.9% over 2013, according to Autodata. Fiat Chrysler NV sales reached 2 million units in 2014, for an astounding recovery under Marchionne, close to the 2.4 milllion units sold by Toyota and the 2.5 million units sold by Ford Motor.

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What are the implications of the restructuring at GM and Chrysler for the American car market? Market share at GM dropped to 19.3% in the first 4 months of 2009. Says Consultancy Caesa Shapiro Group, the market will become more competitive, with about 15% of the market up for grabs depending on how many GM and Chrysler dealerships are eliminated. THis is based on Caesa's numbers of 14-15 million for the American automobile market compared to the 17 million car year. But the current market is at 9.5 million cars a year so Caesa's estimate may be on the high side even when the market recovers. Which means competition will be intense for the much diminished market in the USA. Deloitte Consulting says the suppliers will benefit as they will be dealing with auto companies whose relative market share is at more equal levels for companies like GM, Toyota Ford and Honda. Supplioers will also be dealing with companies that have better financial position compared to the situation in late 2008.

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The new CEO of Stellantis, the company formed by Carlos Tavares with the merger of Chrysler-Fiat with Peugoet Citroen of France, is Antonio Filosa. Filosa was the head of Americas operations of Stellantis and is Italian from the Fiat operations. Stellantis faces a dropoff in sales in the US with 20% higher inventory and uncertainty about tariffs on production of cars in Canada and Europe. He succeeds Carlos Tavares in a changed environment for automobiles. Tavares had pushed ahead with plans for EV vehicles which now face considerable uncertainty.

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The move by Peugeot and Fiat Chrysler to merge is seen as an effort to use consolidation as a way to tackle depressed demand. Ford and GM are struggling in foreign markets, as Toyota and VW have expanded in foreign markets, and Geely has expanded in China with stakes in Daimler and Volvo AB. Added costs for the shift to electric cars, higher emissions standards,  are also hurting car makers. Global new car sales of 96 million in 2018 are expected to decline by 4% in 2019, and remain sluggish, with the U.S. China trade war and Brexit taking its toll. Some car companies are particularly affected. Chrysler's European car factories ran at about 52% in 2018, well below European industry average of 73%.

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USA car sales drop 37% in January 2009 over same period in 2008. Sales at GM dropped 49%, at Ford 40% and Chrysler 55%, at Toyota 32%, at Honda 28%, at Nissan 30%. Subaru and Hyundai saw sales increases. Analysts at IHS Global Insight say the stimulus package may help prevent things from getting much worse, but it would be wrong to count on the stimulus package for a pickup in sales in the second half of this year. This is ominous for the Detroit car companies as they seek government help to avert bankruptcy. Chrysler is hoping to make tieup with Fiat, but it will be a year before Fiat cars make it to the US and longer for its cars to be made in the US, so it is not clear what will happen in 2010. Ford's economists think the market is nearing bottom, but if that is not the case it may prove risky for Ford.

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A more fundamental difference comes from health, mental health, worklife, wellbeing that are essential to healthy living. Taking care of one's health comes before everything because there is no quality of life without good health and well being. One can see this in the contrast of the styles of Carlos Tavares who is current CEO of Stellantis which includes Fiat Chrysler and the CEO of Fiat Chrysler Sergio Marchionne. Carlos Tavares comes across as an example of healthy living and healthy living practices at Stellantis, Marchionne and Elon Musk are a big contrast and appear not to care about practices essential for healthy living and healthy worklife. Proven over and over again and over time humility and respect for the dignity of others matters,Tavares and others like him leaders who have humility, respect the dignity of workers, listen to their managers, and support healthy worklife practices that enhance productivity, are the real role models for young people in business, in America and in the World. Media loves hype, yet for ordinary managers and workers in factories health and healthy living is what matters uppermost. It is also true for their children in how they choose their role models and for America as a Nation, the values the World respects America for and is willing for America take the lead. After the pandemic this is more true than ever.  ...

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How in the last days before bankruptcy Chrysler executives pushed dealers to take therir allottment of cars even though they had unsold inventory sitting in their showrooms as sales plunged over 50% for Chrysler, the worst hit among all the carmakers. Dealers say this was aveiled threat to take the cars or face being terminated. For Jim Press and Chrysler this was about "You can help us, or burn all of us down," as Chrysler sturggled to show its viability to the government. See link to where White House economic adviser Summers argued against Obama adviser Austan Goolsbee's advice to let Chrysler go out of business, as there was too much capacity in the car business.