...Case Study 3 The 2009 Chrysler-Fiat Strategic Alliance 1. What are your views of the 2009 Chrysler-Fiat strategic alliance and its future prospects in the auto industry? When it comes to dealing with worldwide economic recession, grave steps have to be taken in order to ensure the survival of businesses, as too many livelihoods depend on it. Also, due to the investments that shareholders make, and the wide array of other businesses that the company would affect, it puts a lot of pressure on the board or the people running the company to make sure that they survive the bad times and emerge victorious. For Chrysler, it was a major setback when Daimler decided to withdraw its partnership and give its 80 per cent stake to Cerberus for less than 1/4th of the price they bought it for. Chrysler was doing badly, and although known as the “Number Three” car in North America, it was not able to keep up and had to declare bankruptcy and was told to form a strategic alliance with a company as a part of the Obama Administration rescue plan. Fiat has had its own share of ups and downs, but in the European market it has proven to be successful. It withdrew itself from the North American market in the nineteen eighties as it could not keep up there. But now, with its strategic alliance with Chrysler, it can benefit by entering into the North American market without having to push too much as Chrysler is already a well-known brand there. The Strategic Alliance was definitely very...
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...2013 Case 7 The 2009 Chrysler-Fiat Strategic Alliance 1. The strategic alliance was defiantly needed. This was important since Chrysler has a tremendous loss in 2008 and had to lay off many of their workers. They were also going bankrupt, so this was the best option to keep them afloat. They could not keep up with the economy and needed to get help from someone. This deal made sense for Fiat, since they could get the company at a low price and re-enter into North America. They also have a good thing going in that fact that they own 21 percent since 2009, then can get it increased to 35 percent this year and eventually might have 51 percent of the company. This was not the most ideal thing for Chrysler, but it was necessary. 2. Chrysler has a brand name in North America, where Fiat lacks the visibility. Fiat has been very successful in Europe, where Chrysler does not have a strong dealer network there. Chrysler finds new markers by developing new range of vehicles. After the merger, Chrysler emerges from the bankruptcy and starts to restructure and Fiat gains a brand in North America and technology from here. 3. Chrysler had always been behind Ford and GM and was known as the “number three.” Since the merger, they were able to gain more in Europe and new technology. As they are still not the number one company they have bettered themselves and are on the rise. The other five companies are still on the rise as well, so Chrysler-Fiat will have to work extra...
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...Shana mauroner Best Buy Co. Inc. Resources: * International segment * Brands * Electronics * Geek Squad * Strategic partnerships with a series of acquisitions * Advertising * Supply chain * Internet Presence * Brian Dunn * Knowledgeable employees Capabilities: * Repair services * Market resiliency * Strategic acquisitions * Installation services * Customer educating Core capabilities: * Brands * Strategic Acquisitions * Strategic Advertising * Product services * Internet sales Finding of fact one: How can Best Buy maintain innovative products, while facing increased competition such as Wal mart. Best Buy saw its largest rival, circuit city, go bankrupt, However, a new archrival , Wal- Mart , was expanding into consumer electronics and stepping up competition in a price war Wal-Mart hoped to win Best Buy needed to face the competition not by lowering prices, but by coming up with something really different. Best Buy needs to determine the correct path to improve its ability to differentiate itself from competitors such as Wal-Mart, office max Etc. First, Best Buy would need to continue to cut prices. Consumer electronics shoppers are really looking for are the lowest priced products. The company should focus on more high-end products and new interactive features to differentiate itself from the big box atmosphere at Wal-Mart. Best Buy could Meet with their Research and development...
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...your views of the 2009 Chrysler-Fiat strategic alliance and its future prospects in the auto industry? The alignment between Fiat and Chrysler does not exactly save Chrysler. It gives Fiat an entry into the U.S. In short, Fiat is to get 35% of Chrysler, will not pay any cash for the stake, and it will give Chrysler access to its technology. Fiat had publicly said it wanted a production base in North America for its Alfa Romeo brand--and presumably the Fiat brand, too. Through its35% interest that it is getting in Chrysler, it would presumably have access to a U.S. plant to build its cars. The case is intended to have students look at the 2009 Chrysler-Fiat strategic alliance, its current issues, and future viability in the global auto industry. The new landscape of the American auto industry and the role of Fiat is analyzed in the cross-border tie-up. After de-merging with Daimler in 2007, Chrysler did not do well because of the 2008-2009 global financial crises and its bankruptcy filing. Chrysler’s other problems included its financial constraints and heightened competition in North America. The company had no choice but to look for a partner. During this process, Chrysler explored the possibility of a tie-up with GM, Ford, Volkswagen, Tata Motors, Nissan and Fiat. Eventually Chrysler decided on creating a strategic alliance where Fiat agreed on taking a 20 percent stake in Chrysler. In the next five years, the tie-up may increase Fiat’s ownership of Chrysler to 35 percent. Both...
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...Case Study – Chrysler-Fiat Strategic Alliance 1. What are your views of the 2009 Chrysler-Fiat strategic alliance and its future prospects in the auto industry? * According to me, the alliance is good both for Chrysler and fiat. Fiat can take care of the technology of Chrysler. It can have fiats well-developed distribution network in European market. Fiat will have the advantage of North American market. Combined production capacity will bring profits. * They also have problems in many aspects. Different corporate culture Mismatch of brands Regulatory issues 2. Analyze and evaluate Chrysler and Fiat’s strengths and weaknesses before and after their 2009 strategic alliance (see Table II and III). Fiat | Strengths | Weakness | Before Alliance | * Fiat acquires Lancia and 50% of Italian icon Ferrari. * Fiat became the largest automaker in Europe by acquiring Alfa Romeo from the Italian government. * Fiat hires Sergio Marchionne to become its CEO * Fiat was the largest automaker in Europe. | * Fiat had labor strikes and assembly line problems. * Took off jobs of many employees. | AfterAlliance | * Fiat have the advantage of getting new technology * Large distribution network in Europe and North America. | * Labor union problems * Ownership problems | Chrysler | Strengths | Weakness | Before Alliance | * Chrysler had a market share of 12.5% in U.S in 2008. * The company was a big player in North America in mini...
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...Fiat and Chrysler Merger: An Analysis of the alliance of Fiat and Chrysler Taneka Littlejohn Sonya Merrill August 29, 2011 1 Table of Contents Project Outline I. Executive Summary II. Introduction III. Company Profile and Environment (Context) IV. Strategic Issues and Reverence V. Stakeholder Impact VI. Conclusions and Recommendations VII. Bibliography 3-4 5-6 7 8-9 10-12 12-13 13-14 15 2 Project Outline I. Discuss history of Chrysler Group A. Discuss Chrysler’s start within the automotive industry B. Discuss some of the automobiles that Chrysler makes C. Discuss Chrysler’s position within the automotive market II. Discuss history of Fiat SPA A. Discuss Fiat’s start within the automotive industry B. Discuss some of the automobiles that Fiat makes C. Discuss Fiat’s position within the automotive industry III. Discuss how both automobile firms have had past reputations in America. A. Discuss when Fiat first came to the United States B. Discuss why Fiat suddenly left the United States C. Discuss Chrysler impact within the American market and how America’s past look on their automobiles shaped its future. IV. Discuss some of the competitors of Chrysler and Fiat A. Discuss how competition affected both firms B. Discuss how Chrysler and Fiat at one point were competition for one another V. Cultural Context A. Culture aspects of the Chrysler- Fiat alliance B. Discuss how society and positioning have affected both automobile firms C. Discuss some recent news about the...
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...table shift the negotiation, which is now multilateral, from distributive to integrative? How? The deepening of the decision-making processes commonly known as "negotiations" has been always dear to scholars in management, within the studies on strategic cooperation between companies(Fisher, Ury, & Patton, 1981; Komorita, 1985; Kramer, 1991; Lax & Sebenius, 1986; Lewicki, Weiss, & Lewin, 1992; Raiffa, 1982; Sheppard, 1984; Walton & McKersie, 1965; Zartman, 1977).Over the years, these studies have contributed to the construction of the so-called negotiation theory, which has assumed the development of techniques and models designed to solve political problems as the primary target of investigation. Management studies relating to negotiations have mainly focused on negotiation processes between companies, customers, suppliers, and industrial relations. The negotiations involving two companies that design strategic paths of cooperation – or have to implement a designed one – are less investigated, especially those concerning the effect of the intervention of outside (third) parties. I intend to focus on the latter. Through the analysis of the case studies relating to the negotiation between Fiat and Chrysler to establish a strategic alliance in the automobile sector, the article would like to investigate how the entry of interested third parties can influence the dynamics of a negotiation process. In particular, this work shows how this input has allowed the management of a critical...
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...1. While this was not the most ideal situation for Chrysler, I think the alliance with Fiat was a necessity. Chrysler had a tremendous loss in profits, had to lay off many workers, and was going to have to file for bankruptcy. This was a great option to help them stay afloat and get help from an outside source. Obviously for Fiat this was a good move. They did take a risk since Chrysler was going into bankruptcy, but they were able to acquire it for a reasonable price and also help themselves to re-enter into North America with a company that already had a solid market share. Fiat most recently purchased the 41% of Chrysler they did not own. The company is definitely on the upswing and will be able to better compete with GM and Ford. 2. Before 2009 strategic alliance: Chrysler – Strengths of Chrysler were they have a strong brand name and recognition within North America. In addition, their Jeep and minivan lines are very popular. They were one of the top three recognized auto brands in North America. Weaknesses were there was no presence in overseas in Europe, they were going into bankruptcy, and their de-merger with DaimlerChrysler hurt them financially. They also remained behind the other manufactures for quality and satisfaction with consumers and had little or no sub-compact cars. Fiat – Strengths of Fiat were they had reinvented themselves overseas in the European markets and are one of the most visible brands of small brand cars in Europe and quality is very...
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...Blankson October 21, 2014 International Management Chrysler Fiat case 1. What are your views of the Chrysler fiat auto alliance and its status in 2012? The strategic alliance amongst both companies, Fiat and Chrysler, doesn’t precisely rescue o completely help Chrysler. It does allow Fiat to go in U.S. market. Concisely, Fiat will acquire 35% of Chrysler Company’s stake, without the any respective compensation for the stake, and it will provide Chrysler entry and use of its technology. Fiat openly announced that it aimed to open a manufacturing base in the U.S for the Fiat brand as well as for its subsidiary, Alfa Romeo. Thanks to the 35% that Fiat is obtaining from Chrysler, the automotive company would seemingly be able to use an U.S. factory to manufacture its cars. Chrysler doesn’t have a good story in recent years through mergers since after separating from Daimler in 2007, Chrysler did not do well because of the existent global economic crises. Moreover, Chryslers’ monetary constraints and sharp competition in the United States represent some of its other issues which are some of the reasons that led the corporation to seek a partnership and Fiat ended up being the right fit. Both corporations display similarities in their manufactured goods, worldwide procedures, and machinery and equipment areas which will help build a strong alliance and benefit both companies. The association will probably assist Chrysler in order to get more capital from the government...
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...Part 1: before 2009 CHRYSLER: Chrysler is an American automobile manufacturer founded by Walter Chrysler in 1924. Since 1928, the company has introduced two low and medium price brands- Plymouth and DeSoto. The company became popular in America. These are the car brands that Chrysler makes such as Dodge Ram, Chrysler 300, Dodge Avenger, Grand Caravan, Charger, Sebring, and Ram. Some of these vehicles/brands have given Chrysler some success within the auto manufacturing market of the United States. However, the company has consistently been behind both General Motors and Ford Motor Company in regards to their reputation. Therefore, Chrysler has been called the “number three” auto manufacturing company in the U.S. due to their mediocre product quality and lack of technology compared to their competitors. Chrysler mainly focused on producing full sized cars, which required a lot of oil. In the 1970s, their sales declined significantly as a result of the oil embargo of 1973, where the price of oil increased; therefore, consumer demand decreased. In 1998, Chrysler merged with Daimer-Benz and was called DaimlerChrysler AG. In 2006, Chrysler Group reported a net loss of $1.5 billion because of competition and changing markets. In 2007, Daimler sold its 80 percent stake in the company to Cerberus Capital Management LP. Daimler paid 36 billion dollars to acquire Chrysler, but sold its stake to Cerberus for only 7.4 billion dollars. So, at that time, Daimler lost 29 billion...
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...1. What are your views of the Chrysler-Fiat auto alliance and its status in 2012? Despite some drawbacks, the alliance has worked well, and has been beneficial for Chrysler and Fiat. The growth and survival of both companies had faced problems in the areas of technology and quality standards. Chrysler needed the alliance for survival due to its bankruptcy position and conditions of bailout. It also needed a partner to bring innovation, increased R&D opportunities, low cost technology and access to European markets. Fiat wanted to reenter the North American market and needed access and distribution through an established manufacturer that knew the market, and had the technology available; which would be possible through a strategic alliance with Chrysler. There were concerns that all synergies would not be successful due to cultural differences and integration issues; however, the opportunities that existed to reduce costs, expand into new markets, and provide low priced fuel -efficient automobiles outweighed those concerns. As of 2012, Chrysler and Fiat seemed to be in a good position regarding capitalizing on the alliance. It has brought major savings in the areas of joint product development, supplier networks, and dealer networks. Both Chrysler and Fiat have raised their quality ratings and established dealer networks in the U.S. and Europe. The alliance sold 4.2 million vehicles worldwide in 2011 and planned to sell six million automobiles worldwide by 2014. ...
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...Shifting Gears in the Auto Industry Question One Prior to taking over Chrysler, Fiat was an international business – exporting cars out of Italy to other countries and engaging in joint ventures around the world, including an extremely unprofitable partnership with GM in 2005. The brand had a negative reputation in the United States, and it was senseless for the brand to invest resources in the American car market. By 2006, however, Fiat was turning a profit, and in 2009, the company was named one of Fortune magazine’s most admired companies and became Europe’s third-largest car company and the ninth largest in the world. As Fiat experienced this massive success, transforming into a true multinational business became a viable option. Purchasing the struggling Chrysler brand was a logical way for Fiat to truly become a part of the American automobile market and become a multinational company. Instead of merely exporting cars to the US or entering a joint venture with a US automobile maker, Fiat is able to have full operations in the United States using Chrysler’s existing resources. The merger was practical for both brands, as Chrysler desperately needed resources, and by buying out Chrysler, Fiat gained access to Chrysler’s network of distribution channels in the United States and the brand recognition of Chrysler. As a multinational business, Fiat will still be able to adapt product offerings and strategy for each country, but will have better access to the markets of each...
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... 2012 SUBJECT: Chrysler Business Profile Here is the Business profile that you requested on Chrysler LLC, on November 09, 2012. Chrysler is committed to fostering cultural and global diversity, and dedicated to protecting the environment for current and future generations. Chrysler LLC 1000 Chrysler Drive Auburn Hills, MI 48326 Phone: 248-576-5741 Annual Sales: $55 Billion Total Employees: (June 2012) 64, 200 Primary Line of Business: Automotive Major Brands: Chrysler, Jeep, Dodge, Ram, SRT, Fiat, and Mopar Manufacturing Facilities: (December 2011) * 12 Assembly * 7 Engine * 3 Transmission * 10 Stamping, Casting, Machining, Axle, Tool and Die Management Directory * Sergio Marchionne, President and Chief Executive Officer * Doug D. Betts Vice President of Quality * Laurie A. Macaddino, Vice President of Audits * Nancy A. Rae, Human Resources Executive Business Profile Chrysler Group LLC is an American based multinational automaker, in global strategic alliance with its majority owner, Italian manufacturer Fiat, since 2009. Chrysler first organized as the Chrysler Corporation in 1925. Its core brands are: Chrysler, Jeep, Dodge, Ram, SRT, and Mopar vehicles and products. The company is headquarted in Auburn Hills, Michigan, United States. On June 10, 2009, Chrysler LLC emerged from a government backed chapter 11 reorganization as Chrysler Group LLC, in alliance with Italian automaker Fiat. Initially holding...
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...On Chrysler in Trouble Prepared For: Tanvir H Dewan Course Coordinator of CBA,IUBAT Prepared By: Group Name: Brain Crash Name | ID | Section | Program | Md. Manik Molla | 12102462 | B | BBA | Kazi Mahmud Hasan | 12102482 | B | BBA | Mahidul Islam | 13202013 | B | BBA | Monika Shama | 12102450 | B | BBA | Course Name: Strategic Management Course Code: MGT - 403 Section – B Date of Submission: 29th November 2014 IUBAT- International University of Business Agriculture and Technology I. Current Situation A. Current Performance Chrysler is an American automobile manufacturer headquartered in Auburn Hills, Michigan and owned by Italian automaker Fiat. Chrysler is one of the "Big Three" American automobile manufacturers. It sells vehicles worldwide under its flagship Chrysler brand, as well as the Dodge, Jeep and Ram. Other major divisions include Mopar, its automotive parts and accessories division, and SRT, its performance automobile division. In 2014, Chrysler Group LLC is the seventh biggest automaker in the world by production. In 1998, Chrysler merged with German automaker Daimler-Benz AG to form DaimlerChrysler; the merger proved contentious with investors and Chrysler was sold to Cerberus Capital Management and renamed Chryvgsler LLC in 2007. Like the other Big Three automobile manufacturers, Chrysler was hit hard by the automotive industry crisis of 2008–2010 and filed for Chapter 11 bankruptcy reorganization on April 30, 2009. On June...
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...2008 Collapse of Chrysler Melinda A. Dobson MGT 435 Organizational Change Robert Hamamoto November 18, 2011 The 2008 Collapse of Chrysler Beginning in the late half of 2008, a global recession hit the economy of the United States. With a combination of several years of declining automobile sales and the limited availability of credit led to a more widespread crisis in the United States auto industry in 2008 and 2009. Soon after the dramatic decline in sales, the U.S automaker, Chrysler, requested emergency loans from the government in order to stay afloat. In 2009, Chrysler’s situation had gotten worse and was faced with imminent bankruptcy and liquidation. With that being said, I would like to discuss the changes that have been implemented to Chrysler, identify new changes that still need to be implemented and assess the effectiveness of the change and the potential benefits of the new changes. Chrysler is an American automobile manufacturer that has built automobiles since 1925 and was the second largest automaker between 1936 and 1949. After a merger with Daimler-Benz Corporation in 1998, Chrysler was part of the German based DaimlerChrysler now known as Daimler AG. Chrysler suffered from poor management and lack of investment until 2007 when the company was sold to Cerberus Capital Management. Under DaimlerChrysler, the company went by the name of “DaimlerChrysler Motors Company LLC,” with its U.S operations referred to as the “Chrysler Group.” Then Daimler-Benz...
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