The Chrysler Group's Merger with Fiat

GM agreed to give the government warrants for common stock, preferred stock, and a promise to repay the loan in 2012. GM granted that union health-care benefits would be paid to retirees in 2010; they would sell the Saab, Saturn, and Hummer divisions of their company, and reduce employment from 96,000 to 45,000 in 2012 (Arnadeo 2013). Chrysler

HP entered into an agreement with Compaq Computer Corporation in September 2001. In this definitive agreement, HP is going to purchase all of Compaq’s common shares outstanding, and pay a total price of 0.6325 shares of its common stock for each share of Compaq’s common stock.

The Fiat Auto acquisition of Chrysler occurred in 2014, which turned Chrysler into an Italian automobile manufacturer (Abrams, 2014, para. 1). By combining these two firms one automaker now have strong ties to the American and Italian auto industry. By Fiat gaining Chrysler’s reputable name it can easily penetrate the American market. This why the acquisition between Fiat Auto and Chrysler can be seen as a growth strategy. Fiat now competes in a large global market, which subjects the firm to many different external environments. The General Enviornment consist of factors that affect every industry, for example taxation. A firm that operates in the auto industry and one that operates in healthcare industry are both going to be subject to government taxation and affect by it. In order to work efficiently and eliminate the threat of general enviornment risk the firm must use a strategy of including these risks in their work process. For example, if Fiat operations in the United States (U.S.) have to follow the U.S. Department of Labor regulations and pay any employee that works over forty hours in a workweek, overtime pay (2015, para.1). In order to reduce the cost associated with paying overtime and keep the budget in line, Fiat might consider hiring in part-time help during its anticipated high volume periods. This will keep production costs low and allow for a larger margin of profit.

Before the Great Recession of 2009, GM owned a bevy of brands including Chevrolet, GMC, Oldsmobile, Buick, Pontiac, Cadillac, Hummer, and Saturn, including other international brands in Alpheon, Daewoo, Saab, Vauxhall, Opel, Wuling, and Holden. After the recession, bankruptcy, and federal restructuring, the GM United States offerings were left with Chevrolet, GMC, Buick, and Cadillac. GM still has the international automobile companies of Alpheon, Vauxhall, Opel, and Holden, with Daewoo now being a parts subsidiary. But the writing was on the wall as the automotive giant was losing touch with what the American public wanted. Instead of building vehicles the public wanted, GM built vehicles that they wanted to build and thought the public would buy their brand regardless (Boe, Ketler, O 'Keefe, Rubenstein, & Siverio, 2009). But as time marched on, GM became more in debt and grew to be

In 1993, GM entered the New Generation of Vehicles partnership alongside Chrysler and Ford to promote the development of more fuel efficient vehicles. This was a major step for all three automakers as they were, and still are, the main three American rival automakers. The year 2003 saw GM bow out of the defense industry when it sold GM Defense to General Dynamics; this was indicative of a renewed focus on fuel efficiency, and in 2004, GM

In the mid-1980 's, Iacocca was basking in the glow of his successes at Chrysler. The company was performing better than anyone could have imagined back in 1979 and was sitting on large quantities of cash. With virtually nobody to answer to and convinced he could do no wrong, Iacocca pursued a diversification strategy for Chrysler from 1984 to 1988 focused on areas in which he had no expertise and areas unrelated to the company 's core business. Iacocca 's acquisitions were a reversal of his original turnaround policy, which focused on the production of automobiles. Acquiring businesses in the aerospace, banking, and electronics industries created the need for more knowledgeable personnel than Chrysler employed. The current management team was not equipped or experienced enough to handle large investments in unfamiliar industries. The diversification strategy forced Iacocca to implement a more decentralized management structure that was a reversal of the structure originally used to help Chrysler rebound.

To start the company out on a new beginning some drastic changes had to be made such as employment. Even though, some of the employees were well trained in their positions they were use to the old ways of the Chrysler Company. After trying to make changes that ended up unsuccessful Mr. Marchionne had to select a new management team to represent his new ideas. “Mr. Marchionne held dozens of 15-minute interviews with Chrysler executives over several days to evaluate which ones to keep and which to push out” (Kreitner & Kinicki, 2013, p. 86). Even in an article written by the Journal of Economic Perspective it states that in order to succeed Chrysler would have to bring in newly hired incumbents and pay them less than the employees had been paid In the past. A total revamp of employees as well as the product had to occur (Goolsbee & Krueger, 2015, p.

When companies fall behind in the market share, there is no magic wand to wave around, and with intense competition in the department retail business, it is a struggle to maintain profits, expand and modernize.

After several failed attempt of internal diversification, they realized the lack of knowledge of their management about businesses outside the automotive area. so acquisition brought them quick fix where it brought already knowledgeable people in respective areas in their payroll.

The Ford Motor Company and General Motors have a greatly influenced and shaped the global automobile industry in the 20th Century. While there are other big car-makers in the United States and other places in the world, the two companies have been the most popular and important players in that sector. This research focuses on an argument of how competition between both companies has benefited them.

GM, being a larger, more complicated and global company than Chrysler, is not expected to have its valuable units exit bankruptcy quite as quickly, though.

In the Fiat’s Group it is noticed a high impact turnaround, the re-launch of the company had been made possible by the identification and implementation of a very clear strategic choices which had a significant effect on the firm’s business model in relation to its competitors. The positive aspects of their strategy is the risk reduction due to the diversification of the Group’s business, which in turnaround process lower

Please use the following questions as guideline to prepare the case: (Follow instructions in outline except those mentioned below..

In reviewing this article it was observed that some employees were skeptical of the merger between Chrysler and Daimler-Benz. Daimler-Benz employees were proud of the elite image and were concerned about having that tarnished by another company. Chrysler employees voiced concerns about the addition of a foreign partner to one of America's auto manufacturers. Employees needed reassurance that this merger was going to be a success! In light of all the adversity both companies faced since announcing their plans to merge, how did they remain so steadfast in their commitment to pursuing this merger? What kept them believing this merger was a good deal that deserved a second look? To answer these questions I want to step back and discuss what I

In 1993, merger talks finally broke down between Renault and Volvo. A merger between the two companies had seemed the inevitable consequence of a number of years of collaboration and the plans seemed well set.