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The 2009 Chrysler-Fiat Strategic Alliance for MBA st
Citation preview
The 2009 CHRYSLER-Fabbrica Italiana Automobili Torino (Fiat)
STRATEGIC ALLIANCE
http://www.youtube.com/watch?feature=endscreen&v=cpi2IAec9Ho&NR=1
Case Study Summary
• May 2007-Chrysler LLC sold 80% of stake to Cerberus Capital Mgt.
• Daimler paid 36Billion USD /Acquire Chrysler 1998-lost 29billion
• Daimler/Chrysler de merger-setback for Daimler
• Problems-integration/corporate culture problem
Case Study Summary
• Cerebus did not get tangible benefits because of 08/09 global financial crisis/high oil prices/recession.
• May 2009-market share down/limited clout• April 09/high profile strategic alliance with
FIAT /20% stake• Other Big Auto dealers not interested• -global ops/compatibility/long term synergy
Case Study Summary
• Chrysler NO 3 In US –GM/Ford• Issues with Quality/consumer satisfactiom• Focused on middle class• Downgraded by Japanese
attack-Toyota/Honda/Nissan• Famous for Minivan /JEEP brand• Iacocca time –good rating/lack quality/C
satisfaction.
Case Study Summary
• Daimler propose merger 1998-capitalize on new markets/technology
• 8 years serious issues –lay off• 2007-Daimler /Chrysler announced that
Cerebus acquired 80% of Chrysler at 7.4 Billion USD
• Cerebus deal –bad luck/global recession in 08/09
Case Study Summary
• April 09 –Chrysler intro –strategic alliance with FIAT
• FIAT’s problems• -labor crises,technology shift,quality,negative
business environment• -Entered US but Exited in the late 80’s
CASE Study SUMMARY
• Global Auto Industry/Changing Profile• -thousands of parts/highly linked• -single disruption-havoc• Many years –cross border strategic alliance
emerged• 2009-3 American Auto Players
prevailed-GM/Ford/Chrysler & Japan-Nissan/Honda/Toyota/Europe-Daimler/Volks/Fiat/Renault-Nissan
CASE Study SUMMARY
• Changes in the Industry• -usually structural –R&D,Distribution/JV/equity
stakes/Evolutionary Processes Improvement.• -Changing demographics,cost up,large players
need to relocate to cheaper cost EM/demand in EM
• Can only win –strong equity/competitive technology
Case Study SUMMARY
• 2009/Chrysler-FIAT S Alliance• S alliance –combining manufacturing
resources/know how• Tie up-R&D/product Dev/Distribution
Network/Knowledge sharing/Economies of Scale/productivity
• -Great weapon to move forward
Case Study Summary
• FIAT’s Role in S Alliance• -technology related expertise/assembly
platform/main aim to make Chrysler Survive• -Create small-efficient fuel autos in North
American• -no cash injection by FIAT• 20% stake /2013 35%-Certain conditions met
Case Study SUMMARY
• As Alliances are created –global competition intensifies-consolidation/downsizing/weak consumer demand /US labor/Debt Crisis.
Strength/Weakness F/C Alliance
• -Chrysler part of Bankruptcy/survival• FIAT can share technology by building small
cars in North America• Chrysler will get loan from US GOV• FIAT quick access to North American
market/exited in 80s• Combining production capacity/target 5
million cars/economies of scale
Case Study Summary
• Weaknesses• -corporate integration/technology
sharing/mismatch of brand portfolios/changing market needs
• -issues in R&D/control/regulatory/antitrust/distributionownership problem
Case Study Summary
• 90s Chrysler –low cost• Lee Iacocca-instrumental in success in 90s• After Iacocca-lost competitive advantage/global
competition/expensive labor contract• FIAT made recovery with fuel efficient cars/lean
integrated organization.• 2009-FIAT assemble quality vehicles/dealer
network
Case Study Summary
• TIE –UP benefits• -save on R&D know how/joint platform• S Alliance-major savings in JV product
development• FEB 09-Obama auto bailout
target/GM/Chrysler and Ford• 08 –Chrysler lost 8 Billion USD/GM 30 .9
Billion USD
Case Study Summary
• US GoV gave Chrysler 8 Billion USD/GM 13.4 Billion
• US GOV Proviso -2 Changes• -File Bankruptcy• -Availability of FIAT’s technology Platform/Techno
sharing• FIAT supplies 2 types of Engines/help in small car
techno
Case Study Summary
• FIAT famous for small car mould.• FIAT CEO –Marchionne expert on turnaround.• -08-improve technology/profit up/product
cycle cut from 4 years to 18 months• Left USA -80s• -limited market
share/quality/mismanagement.• Re-entry requires a well established partner
Case Study Summary
• Globalization –Major Force .Chrysler and FIAT can target small cars/hybrid
segments in Europe and US and Emerging Market.
Case Study Summary
• What is ahead for C/F Strategic Alliance?• -technology platforms,distribution
networks,management expertise• -Strong leadership by Marchionne –Chrysler
long period without a CEO.• Chrysler losses can be controlled-if alliance
works out well.• -depends on bankruptcy
proceedings/restructuring chrysler
Case Study Summary
• Major structural changes in Management and Manufacturing in Chrysler.-effects job cuts/plants closed/consolidation of dealer network.
• Long term challenge 4-6 years-recasting of image of Chrysler & Fiat products.
• -dealing with labor Union in America and Europe
• -redesigning mgt structures
Case Study Summary
• -Formulating new global synergies for long term.• C/F need strong global presence/competitive
brands/efficient technology platforms• Chrysler not strong in Europe.• -brand portfolios like passenger and commercial
vehicles-re invigorate.-short term.• 4 years time –if C/F –achieves cost cutting/techno
sharing/global integration/product rationalization/R&D
Case Study Summary
• With Chrysler bankruptcy proceedings and FIAT’s ambition in North America-transatlantic auto alliance could be a success.
• The challenges are:corporate culture/control/value chain operations.
Case Questions
1. What are your views of the 2009 Chrysler-Fiat strategic alliance and its future prospects in the auto industry?
2. Analyze and evaluate Chrysler and Fiat’s strengths and weaknesses before and after their 2009 strategic alliance.
3. Compare and contrast Chrysler and Fiat in the area of global operations and manufacturing?
4. Analyze Chrysler and Fiat’s brand portfolios in the world auto industry. How do you see both companies revamping and overhauling their brands in the short and long term?
5. What did you learn from Chrysler-Fiat Strategic Alliance regarding managing multinationals in the changing global business? What role did the US gov’t play in the formation of this alliance?
6. What has happened to the company since this case was written as the alliance was being formed? Give an update as of the time of your reading this case.
History of Chrysler• Founded in 1924 by former exec of Buick Motor Co. Walter Chrysler
• 1928: intro Plymouth and DeSoto
• 1940’s: domestic car production was banned; made trucks, tanks and armaments WWII
• 1960’s : entered Euro mkt
• 1970’s: focused on ‘gas guzzlers’; saw 26% fall in production
• 1978: Lee Iacocca becomes CEO; “Lead, follow or get out of the way”
• 1980: received $1.5 bil loan from US gov’t
Con’t• 1996: gained 16.2% mkt share; but still ranked 3rd. US auto industry
• 1998: Merged with Daimler-Benz, became DaimlerChrysler, HQ moved to Stuttgard. Cost $36bil
• 2001: cut 26,000 jobs due to competition, quality issues, changing mkts
• 2005: good sales of Ram, Sedan and Magnium brought $2bil in profits
• 2006: net loss of $1.5bil due to competition and changing mkts
• 2007 Feb: cut 13,000 jobs (16% of workers)
• 2007 May: de-merger; Chrysler sold to Cerberus Capital Mgmt sold for $7.4bil
Con’t
• 2009 Apr: recession and high gas prices forced Chrysler into Chapter 11 bankruptcy
• 2009 Sept: Fiat obtained 20%
History of Fiat• 1899: Fiat formed by Giovanni Agnelli (fam still owns 35%)
• 1969: acquires Lancia and 50% of Ferrari (now 85%)
• 1970-80’s: operating loss due to labor strikes and oil shocks
• 1976: Libyan gov’t bought 10%; protest to deal by Italian businesses
• 1980-85: cut 100,000 jobs
• 1986: obtained Alfa Romero, becomes largest Euro automaker
• 2000: GM purchases 20% for $2.4bil
Con’t
• 2004: Sergio Marchionne becomes CEO
• 2005: GM pays $2bil in cash to end 5 yr partnership
• 2009 Feb: Fiat gained 20% in Chrysler (non cash, should provide tech and markets)
• 2009 Sept: merger concluded, Fiat owns 20%.
Ownership Structure of Chrysler before and after 2009
Features of Global Auto Industry
• One of the largest industries
• Socio-political element (local politics, regulation, national pride, part of military industrial complex esp war time)
• Relationship with unions
• Hundreds of alliances, joint ventures, collaboration, consolidations over past 20yrs
• Change in demographics, demand in emerging mkts and high costs lead to
estab. plants in low cost economies (seeking max. return on investment)
Future Trends
• Global consolidation and mergers (may result in closure of plants, dealers, jobs)
• Restructuring and efficiencies due to flexible manufacturing, product dev, and supply / value chain
• “A painful realignment made tougher by falling sales..Change in coming, and it’s coming with gut-wrenching speed..This time no one is calling a downturn, but a permanent change in direction of the North American industry.” ~ The Harbour Report ’08
• Classic example of competition, evolution and creative destruction
Chrysler and Fiat strengths and weaknesses Chrysler Strengths
Estab. brand and distribution in North America
Major maker of utility trucks
Jeep and minivans very popular
Fiat StrengthsStrong leadership under Sergio Marchionne; resulting in successful turnaround strategy, improved business practices and culture.
Reinvigorated in Europe
Popular in small car segment, with many new models
Improved quality
Pay –off of alliances (eg. Tata, Ford, GM)
WeaknessesDe-merger created problems
Quality issues
Financial Losses (-4% sales growth, ‘08)
Alliances with Mitsubishi & Hyundai unproductive
Weaknesses
Lacks charisma in global mkt
Limited product portfolio in global mkt
Corporate Tie-up
Aim is to create optimality from R&D, product dev, distribution, knowledge sharing, i.e. economies of scale
Fiat to provide tech-related expertise and assembly platforms to Chrysler for it to dev small, fuel efficient autos in North Am (e.g. 2013 Dodge Dart) http://bcove.me/xm22gffp
Non-cash deal; initially 20% stake, could increase to 35%, after 2013 up to 51%...must meet conditions, i.e. fuel efficient cars and small auto engines in North Am.
Part of US gov’t bailout and bankruptcy proceedings; Obama admin provided $4 bil to Chrysler with conditions
Fiat to receive access to lucrative North Am mkt (quick market penetration strategy)
Opportunities to target small / compact car and hybrid segments where Fiat is strong
Possible weaknesses: poor corporate integration (differences in corporate culture), mismatch of brand portfolio, R&D priorities, control issues, regulation & antitrust issues, distribution & ownership problems
Outlook
• “…he will create a new company consisting of Fiat Auto (without Ferrari, Maserati or the rest of Fiat group), Chrysler and GM Europe…stakeholders would be Agnelli family, UAW union health-care fund and GM..In a normal year that could expect revenues of $100bil from sales of 6mil cars-just above Mr. Marchionne’s viability threshold.” ~ The Economist.
Your Take
1. What are your views of the 2009 Chrysler-Fiat strategic alliance and its future prospects in the auto industry?
2. Analyze and evaluate Chrysler and Fiat’s strengths and weaknesses before and after their 2009 strategic alliance.
3. Compare and contrast Chrysler and Fiat in the area of global operations and manufacturing?
4. Analyze Chrysler and Fiat’s brand portfolios in the world auto industry. How do you see both companies revamping and overhauling their brands in the short and long term?
5. What did you learn from Chrysler-Fiat Strategic Alliance regarding managing multinationals in the changing global business? What role did the US gov’t play in the formation of this alliance?
6. What has happened to the company since this case was written as the alliance was being formed? Give an update as of the time of your reading this case.
My Take
Alliance may have drawbacks, but seem to be good fit for both. Chrysler needed the alliance due to bankruptcy and conditions of bailout and a partner to bring innovation, R&D, low-cost tech and access to EU mkt; Fiat will have access to North Am market and distribution.
Synergies may not all work due to issues of culture and integration, however opportunities exist to reduce costs, and provide low-priced fuel -efficient automobiles.
In short run Chrysler will have gain new platform for fuel efficient vehicles, a segment it is not presently competitive in and access to EU; Fiat will gain entry to Am mkt. In Long run, new technologies may result from partnership.
Opportunities can result from a crisis. Chrysler can increase mkt share in mid and low size segments and Fiat entry to the North Am market.
The Dodge Dart introduced but very slow sales.
Negotiations with unions in Italy have been ongoing; Fiat set to cut jobs due to losses of 700 billion euros.