2011 Chrysler 200 Limited 3.6l V6 Flex; Nav; Sunroof; Leather; Remote Start on 2040-cars

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Auto Mergers and Acquisitions: Suicide or salvation?

We love the Moses figure. A savior riding in from stage right with the ideas, the smarts, and the scrappiness to put things right. Alan Mullaly. Carroll Shelby. Lee Iacocca. Andrew Carnegie. Steve Jobs. Elon Musk. Bart Simpson. Sergio Marchionne does not likely view himself with Moses-like optics, but the CEO of Fiat Chrysler Automobiles recently gave a remarkable, perhaps prophetic interview with Automotive News about his interest and the inevitability of merging with a potential automotive partner like General Motors. Marchionne has been overtly public about his notion that GM must merge with FCA. For a bit of context, GM sold 9.9 million vehicles in 2014, posting $2.8 billion in net income, while FCA sold 4.75 million units and earned $2.4 billion in net income, painting a very rosy FCA earnings-to-sales picture. But that's not the entire picture. Most people in the auto industry still remember the trainwreck that was the DaimlerChrysler "merger" written in what turned out to be sand in 1998. It proved to be a master class in how not to fuse two companies, two cultures, two continents, and two management teams. Oh, it worked for the two individuals at both helms pre-merger. They got silly rich. And the industry itself was in a misty romance at the time with mergers and acquisitions. BMW bought Rolls-Royce. Volkswagen Group bought Bentley, Bugatti, and Lamborghini, putting all three brands into their rightful place in both products and positioning. No marriages there, so no false pretense. Finally, Nissan and Renault got married in 1999. A successful marriage requires several rare elements in this atmosphere of gas fumes and power lust. But a successful marriage requires several rare elements in this atmosphere of gas fumes and power lust, the principle part being honesty. Daimler and Chrysler lied to each other. The heads of each unit, the product planners, and finance all presented their then-current and long-range forecasts to each other with less-than-forthright accuracy. Daimler was the far greater equal and no one from the Chrysler side enjoyed that. The cultures were entirely different, too, and little was done to bridge that gap. Which brings me back to the present overtures by Marchionne to GM. "There are varying degrees of hugs," Marchionne stated in the Automotive News piece. "I can hug you nicely, I can hug you tightly, I can hug you like a bear, I can really hug you." Seriously?

FCA applies to trademark 'My Freedom' for subscription service

Almost a year ago to the day, several outlets reported that Fiat Chrysler would trial three car-swapping programs in Boston focused on the Jeep brand. One program covered peer-to-peer Jeep rentals through Turo; another was a three-month subscription service through Avis that allowed Jeep owners to swap for Ram or Dodge vehicles; the third was called "Car Borrowing" and enabled Jeep owners to buy "Jeep Coins" to use on a one-day rental of other Fiat Chrysler products. It's possible FCA is taking last year's lessons to the next phase, CarBuzz having discovered the automaker applied to trademark the term "My Freedom" with the U.S. Patent and Trademark Office. The listed purpose of the mark would be "motor vehicle subscription services, namely, providing temporary use of motor vehicles to members for their personal use." Having begun its research using Jeep, it's not clear if a potential My Freedom subscription service would retain the 4x4 SUV focus or include other brands in the fold; with Jeep's martial origins, the brand has made ample use of the Freedom name over the years. There's also a link to new partner Groupe PSA, as the French automaker's mobility division and subscription service is dubbed Free2Move.   Related: Autoblog's guide to car subscription services   FCA made no comment on the filing, but an analyst at AutoForecast Solutions told The Detroit News that the submission "prepares (FCA) for the future," as. "The idea that autonomy would prevent the need for your own vehicle leads perfectly into subscriptions." U.S. brands haven't cracked the subscription nut yet, even with their premium offerings. Ford bought subscription startup Canvas in 2016, then sold it last year to the car-rental app Fair. GM launch Book by Cadillac in 2016, and shut it down for retooling in 2018 before a re-launch scheduled to happen sometime this year. If nothing else, an FCA subscription program with access to the top-end product could give other-brand luxury owners an easy way to pay attention to Maserati and Alfa Romeo. That would be good for everyone. Related Video:    

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.