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FCA

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by

Paola Ismail

on 1 December 2014

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Transcript of FCA

FIAT CHRSYLER AUTOMOBILES
CORPORATE STRATEGY
HISTORY
INSTITUTIONAL STRUCTURE
COMPETITIVE STRATEGY
ORGANIZATIONAL STRUCTURE
FINANCIAL PERFORMANCE
ORGANIZATIONAL CULTURE
Porter's 5 Forces
Threat of New Entrants - LOW
High capital requirements
Propriety knowledge
Strong distribution chains
Brand identity
Buyers' Bargaining Power - HIGH
Increasing options and price sensitivity
Less asymetric information
Low product differentiation
Switching cost
Suppliers' Bargaining Power - Moderate
Large variety of suppliers
Quality stands in jeaopardy
Threat of Substitutes - LOW
Low substitutes tendency among buyers
Specialized function
Competitive Rivalry - HIGH
Growing industry
Low product differentiation
Enviromental sensitive: italian leader!

Attention on work enviroment: meritocracy, safety, communication with stakeholders

Against corruption


FIAT S.p.A
From 2007 to 2010
Fiat S.P.A merging with CHRYSLER
Fiat Chrysler Automobiles NV
Overall analysis
"A Great Project of Production and Cultural Integration"
FIAT
"Not a low cost brand. Not a premium brand"
Distinctive, fun to drive, cool
Traditional, robust, family oriented, economical and functional
"Commonality and volume"
Chrysler: new segments of large cars
Expected sales in 2018: 1.9 million units
CHRYSLER
"Rebuilding the monument" to achieve "substance and style"
Quality, design, performance and efficiency, innovation and technology
Strong national roots
Sales per year 350 000 (2014) to 800 000 (2018)
JEEP
Domination in the fiel of SUV
"dreamers" -> "freedom, adventure, authenticity and passion"
New models and restyling
Expected to grow the most
2018: 1.9 units to be sold
ALPHA ROMEO
"The future belongs to those who have a great past" - "We have to start to build" => sportiness and Italian character
"Premium Strategy"
5 billion of investments -> 8 new "genuine Italian" models
Relaunch of the brand mainly in the USA and in China
Goal = 400 000 units sols in 2018
"We need to regain lost ground against the German brands"
MASERATI
Money machine
6 new models by 2018
15 400 units sold today (1.7 million €) -> 75 000 units planned for 2018 (6 million €)
Volumes of sales = artificially controlled
Exclusivity
FERRARI
Low volume strategy (7 000 machines per year) to increase the Italian appeal
Style Elegance Design Lifestyle
Only brand that does not need to grow
Few customers
One new model per year
Ownership Structure
Governance Structure
BOARD OF DIRECTORS:
Chairman: John Elkann
CEO: Sergio Marchionne

BOARD OF AUDITORS:
law-enforces
Core Institutional Goals
SUSTAINABILITY:
1) Sustainability Team
2) Cross-functional sustainability
committee
3) Nominating Government & Sust.
Commitee

COMMITMENT TO SHAREHOLDERS

BEFORE CHRYSLER
FIAT GROUP (100%)
FERRARI (90%) & MASERATI (100% )
MASS-MARKET BRANDS: LANCIA & ALPHA ROMEO
CHRYSLER GROUP LLC (58,5%)
COMPONENTS & PRODUCTION SYSTEM: MAGNETI MARELLI, COAMAU & TEKSID

WITH CHRYSLER
CHRYSLER GROUP LLC (100%)
MASS MARKET BRANDS: JEEP & DODGE

240,000 shareholders:
Exor S.p.a. (30,5%)
institutional investors (26,7% + 11,6%)

Plan for 2014 - 2018
Elimination of comany’s debt
Expansion on more profitable market
Developement of WCM:
+ QUALITY
+ EFFICIENCY
- COSTS
- WASTE

New Organizational Structure
GEC (Group Executive Council):
Regional operating groups
Global brands
Industrial precesses
Corporate support functions

HORIZONTAL INTEGRATION:
Merge with Chrysler:
Fiat’s capital +
Chrysler brand’s name

HIGH EFFICIENCY CARS

VERTICAL INTEGRATION:

Owns components supplier & production system
QUALITY PRODUCTS
Full transcript