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Marchionne Upends Chrysler's Ways
Keywords:
Fiat Chrysler CEO Marchionne's strong opposition to the deep discounting of cars and focus on market share of the Detroit automakers. He scrapped discounting plans of the sales team at Chrysler and fired executives who pushed this strategy. Marchionne's office is located on the fourth floor of the technology center at Chrysler headquarters, next to Chrysler engineer's offices, and the management team meets in a nearby conference room. Fiat engineers and managers in Italy participate through videoconferencing.
A Fiat takeover of Chrysler as Cerberus takes the exit.
11/10/2006
Fiat's 35% stake in Chrysler was obtained with an offer to retool aChrysler plant and offering its engine and transmission technology for small cars. Fiat has an option to take a 55% stake in Chrysler. Its a low cost way for Fiat to sell its popular Fiat 500 and other small cars in the USA.
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The designers at Fiat-Chrysler.
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Chrysler depends a lot on Italian designers for its new cars.
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A return to the use of incentives in the U.S. auto industry, reducing profits. Rising overcapacity in the industry.
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Efforts to better manage supply and reduce incentives by Detroit autmakers are leading to higher prices in 2011-2013. This follows years of relentless price reductions and incentives that hurt the industry before the bankruptcy of GM and Chrysler.
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The new Chrysler that is emerging from bankruptcy with government help under Fiat's Marchionne.
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Marchionne has kept many of the managers from the previous Chrysler. Jim Press is deputy CEO and adviser. He came from Toyota. Everything else will change. He is flattening the organization structure to improve communication and speed. Smaller car lineup will replace the prior lineup, and Fiat's engine technology will provide help for fuel efficient cars.
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Fiat performance
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A Fiat Heir's Bold Breakup Plan
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Marketing push by Japanese automakers including higher incentives and higher inventory levels at U.S. automakers 2012-2014
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Japanese automakers have sharply increased incentives to increase sales after the tsunami. This hits U.S. automakers in a double whammy. Ford, GM and Chrysler benefitted from the impact of reduced supply at dealers of Japanese automakers, now they have to deal with a reversal of that situation as well as higher incentives by the Japanese. About 38% of Toyota sales are at zero percent financing in 2012. U.S. automakers are reluctant to go too far down the incentives road as it has hurt them in the past. The result is higher dealer inventories for U.S. automakers in Dec. 2012, another problem that hurt automakers in the past.
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Robust Sales of Jeeps and Rams Lead Big Increase for Chrysler
New York Times 11/03/2014
U.S. Auto Sales Surge in December
Wall Street Journal 01/06/2015
New York Times 05/23/2015
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