[Ufficiale] Alleanza Fiat - Chrysler

[Jack.Torrance]

Il Franzosa non è più a capo di Lancia!

Uhmm.... Ora Fiat diventerà un marchio pieno di premiumness!

[Nick for Speed]

Bene, era ora che iniziassero a fare le Punto Evo Elle e le Bravo D&G

Speriamo che però questo nuovo AD di lancia e chrysler non ci riempia di rappers

[J-Gian]

Alfa/Abarth/Maserati: Harald Wester

Chief Technology Officer: Harald Wester

Prepariamoci al bicilindrico su Maserati...

[AleMcGir]

Organigramma

[Motron]

Marchionne è a capo dei cagafumo?

[owluca]

Per magnanima concessione di netfl

Sent from my GT-I5800 using Tapatalk

[Cosimo]

Per caso ho trovato un articolo che non parla male dell'alleanza

Ah.. non è italiano :lol:

Fonte New york times

Common Sense

Salvation at Chrysler, in the Form of Fiat

A little more than two years ago, the White House’s auto industry task force concluded flatly that Chrysler was “not viable as a stand-alone company.”

That may have been an understatement. America’s third-largest automaker was too dependent on gas-guzzling trucks and S.U.V.’s, too concentrated in recession-wracked North America, too small to compete globally and too cash-starved to invest in new technologies. Quality was abysmal. Every model in the company’s Chrysler, Dodge and Jeep brands ranked in the bottom 25 percent in the J. D. Power & Associates survey of customer satisfaction. From 2006-8, Chrysler lost $30 billion.

David Kelleher, 44, president of David Dodge Chrysler Jeep in Glen Mills, Pa., thought Chrysler — and his dealership — were “close to death.” After graduating from the University of Pennsylvania and forgoing law school to sell cars, Mr. Kelleher had worked his way through the ranks at a Chrysler Plymouth dealership in the Philadelphia area before buying his own franchise and opening David’s in 2005. Chrysler was already in steep decline under its German owner, Daimler-Benz, which in turn sold the company to the private equity concern Cerberus Capital Management in 2007.

“We were lucky to survive those barracudas,” Mr. Kelleher recalled. “They were systematically devaluing the company. They just wanted to squeeze money out of it.”

As for quality, he mentioned the midsize Sebring. “That was a flagship piece of junk. I buried it on the back lot. I sold maybe one a month, if that.” When Chrysler’s owners on Wall Street demanded higher sales numbers, Mr. Kelleher and his fellow dealers responded with steep discounts and lower credit standards. “We were just trying to get the numbers up and we built a bubble,” he said. When gas prices soared above $4 a gallon in 2008, he pleaded with Cerberus officials for models with better gas mileage, long a sore spot for Chrysler. “They looked at me like I was speaking French.”

After President Bush bailed out General Motors and Chrysler in his administration’s waning days, there was sentiment inside the Obama White House and among some in Congress to sell off Jeep and a few other valuable Chrysler assets, possibly to G.M., and cut the government’s losses by liquidating the rest. Dealers like Mr. Kelleher would be reduced to selling used cars and surviving on repairs to defunct models.

He recalled meeting at the Capitol with Arlen Specter, then the Republican senator from Pennsylvania. “David, why would I save this company?” he recalled Senator Specter asking. “It makes bad cars. It’s destined to fail.” Mr. Kelleher said he replied: “I’m going to be bankrupt in a matter of weeks. I can’t support my debt service selling used cars. Millions of jobs are going to be lost.” By the end of the meeting, Mr. Specter seemed to be reconsidering. “If I vote for this, my party is going to turn against me,” he said to Mr. Kelleher. “I hope you remember this.” (Mr. Specter said he didn’t remember the conversation, but “it sounds like one of many that I had with constituents where I voted on what was good public policy even though it was politically risky because the Republican Party didn’t like it.”) Mr. Specter was one of only two Republican senators to support the auto bailout. He subsequently switched parties and was defeated in the Democratic primary.

Not even Mr. Kelleher could be sure the proposed rescue plan — a government-backed partnership with Fiat of Italy in which Fiat would pay no money for a controlling stake and an option to buy more — would work. If a vaunted carmaker like Mercedes-Benz couldn’t save Chrysler, who could?

In what surely ranks as one of the most remarkable turnarounds in the annals of American business history, this week Chrysler reported adjusted net income of $181 million and a 30 percent rise in revenue, to $13.7 billion, even in a still-soft global car market. Its June sales jumped 30 percent from the previous year, its 15th consecutive month of increases. Its market share has grown to 10.6 percent, from under 6 percent. Chrysler repaid its outstanding government loans in May, six years ahead of schedule, and last week Fiat paid $500 million for the Treasury’s remaining 6 percent stake in the company. The American government has recouped $11.2 billion of its $12.5 billion investment in Chrysler, and would probably have made a profit had it held the debt to maturity. Meanwhile, Chrysler employs 56,000 people and has added 9,000 jobs since the bailout.

“This is an amazing success story,” the assistant secretary of the Treasury, Timothy Massad, told me this week. “We’ve fully exited Chrysler at a very small loss. When you look at the options we had, they were very stark: provide assistance or face the immediate liquidation of the company. That would have been disastrous in the context of the worst financial crisis since the Great Depression.”

How did Fiat do it after so many had failed? Mr. Kelleher said the first months were frightening. Fiat and Chrysler’s chief executive, Sergio Marchionne, “stopped the rebates, stopped the bad loans. We felt the change immediately.” Chrysler’s market share plunged. But Mr. Kelleher said he felt better after he met the new chief executive at Mr. Marchionne’s first dealer meeting in Orlando, Fla., in early 2010. A native of Abruzzo, Italy, whose family moved to Canada when he was 14, Mr. Marchionne speaks fluent English and Italian. “He has a presence. He looks like a kindly grandfather, but he has a grip that will take your hand off,” Mr. Kelleher said.

Mr. Marchionne immediately put his stamp on new models. At the Orlando meeting, he reviewed plans for a revamped Sebring. “I’m not going to allow you to sell this,” he bluntly told the dealers, according to Mr. Kelleher. The Jeep Grand Cherokee “was on the drawing board, but Marchionne changed the car dramatically. He knew it was a good product, but it wasn’t up to his standards,” especially the plastic-laden interior, Mr. Kelleher said. At its debut last fall, the revamped model drew strong reviews and was an immediate hit. New quality controls cut customer complaints in half from the previous model. “We started to take off right then,” Mr. Kelleher said.

After the meeting, the Sebring got a new engine, a new suspension, a new transmission and a new interior. About the only thing that survived was the chassis. It also got a new name, the Chrysler 200, and Mr. Marchionne made the bold but controversial decision, criticized by some Republicans in Congress, to spend $2 million for a commercial in January’s Super Bowl.

The day of the game, Mr. Kelleher was attending a dealer convention in St. Louis, where dealers were clamoring for a glimpse of the ad. Chrysler leadership finally agreed on condition of confidentiality. A few hours before kickoff, the dealers watched as a camera panned through the industrial ruins of Detroit to the ominous pulse of “Lose Yourself” by the rapper and native son, Eminem.

“What does this city know about luxury?” a narrator asked. “What does a town that’s been to hell and back know about the finer things in life? Well, I’ll tell you: More than most.” The images shifted to a statue of the boxer, Joe Louis, Diego Rivera’s lush Detroit Industry mural, mansions from Detroit’s heyday. “It’s the hottest fires that make the hardest steel,” the narrator continued. “Add hard work and conviction and the know-how that runs generations deep in every last one of us. That’s who we are. That’s our story.” Images flashed by celebrating Detroit and its people, with barely a glimpse of the new 200. Finally Eminem emerged from behind the wheel and walked into the beautifully renovated Fox Theater to the uplifting strains of a gospel choir onstage. At the end, letters appeared over the dark screen: “The Chrysler 200 has arrived. Imported from Detroit.”

“I was stunned,” Mr. Kelleher recalled. “I looked around. The room was silent. Some people were crying. Then the applause started and just rolled through the auditorium and kept on going. We felt a rebirth.” Mr. Kelleher immediately e-mailed his chief salesman. “Get on the computer right now and order 40 200s.”

At Chrysler headquarters in Auburn Hills, Mich., lights in the executive offices were routinely burning far into the night. “I’d get e-mails at 4 a.m.,” said another Treasury official. Mr. Kelleher said Mr. Marchionne’s team “has an undying loyalty to him. I’ve never seen this at this level. These guys came in, they actually did what they said they would do, which is so refreshing.”

Mr. Marchionne brought Fiat technology into 16 new models, saving Chrysler billions of dollars in research and development costs while sharply raising mileage standards. “The Fiat power train policy has changed my entire line,” Mr. Kelleher said. “I’m looking at a Chrysler 300. The one on my floor has average m.p.g. of 27. The new one will have 30 m.p.g. in a luxury sedan.” Mr. Marchionne has brought a rejuvenated Fiat lineup back into American showrooms, starting with the tiny but stylish 500, with rumors of Fiat-owned Alfa-Romeos to follow. A Dodge version of the 500 is scheduled for this spring.

No one is pretending that all Chrysler’s problems are behind it. American auto sales are still far below their precrisis peak, and the latest deadlocks in Washington haven’t done anything for consumer confidence. Over all, Chrysler quality still trailed in Consumer Reports influential auto survey in 2010, although the magazine subsequently called Chrysler’s pace of change under Fiat leadership “blistering” and its progress “laudable.” This week three Dodge models earned top scores in J. D. Powers’s annual appeal survey to tie with BMW for the most awards.

In Glen Mills, David’s re-energized workers are wearing navy T-shirts with the slogan “Imported from Detroit.” Mr. Kelleher sold all the 200s he ordered the day of the Super Bowl, plus another 60. “We’re doing terrific,” Mr. Kelleher told me this week. “Our dealerships are approaching the profitability of Toyota.” Last year, fellow Chrysler dealers elected him secretary of the dealers’ council, and he’s in line to be chairman next year. “It’s exciting to be part of this.”

Interessante il giudizio sull'alleanza MB.. qui in europa si è sempre detto il contrario non escludo sia un po' falsato dall'incazzatura..

[stev66]

che MB abbia volutamente svuotato ed abbassato Chrysler , è noto. Nei suoi piani doveva diventare una low-cost MB ed un entry level, quando Chrysler, storicamente , è sempre stata negli SU un marchio premmium o near premmium.

Fiat ha avuto l'intelligenza ed il coraggio di provarci.

Peccato che il prezzo richiesto ( e pagato ) sia stata Fiat stessa.

[Cosimo]

che MB abbia volutamente svuotato ed abbassato Chrysler , è noto. Nei suoi piani doveva diventare una low-cost MB ed un entry level, quando Chrysler, storicamente , è sempre stata negli SU un marchio premmium o near premmium.

Fiat ha avuto l'intelligenza ed il coraggio di provarci.

Peccato che il prezzo richiesto ( e pagato ) sia stata Fiat stessa.

ho sempre creduto il contrario, cioè che MB avesse travasato anzichè attinto..

Sul che paga la fiatprezzo son d'accordo, spero solo riescano a riportare qualcosa indietro

[stev66]

ho sempre creduto il contrario, cioè che MB avesse travasato anzichè attinto..

Sul che paga la fiatprezzo son d'accordo, spero solo riescano a riportare qualcosa indietro

Tecnicamente ha travasato, ma ha attinto come quote di mercato e dealer.

Ovviamente, nei loro piani, il cliente crysler ( gamma alta ) doveva passare ad MB, e Chrysler sarebbe dovuta andare a caccia dei clienti Chevrolet/Ford.