Structuring and restructuring Fiat-Chrysler: can two weak carmakers jointly survive in the new automotive arena?

Balcet, Giovanni; Commisso, Giuliana; Calabrese, Giuseppe

doi:10.1504/ijatm.2013.052995

Cited by 6 publications

(4 citation statements)

References 9 publications

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“…In the past, there have been cases in which the presence of lead companies was not accompanied by a strong commitment with the local economy. The case of Detroit with GM and Chrysler, and Turin with Fiat automotive seem to represent these situations (Sturgeon and Van Biesebrock, 2009;Balcet et al, 2013). In these big cities the main automotive industries downsized while developing an intense FDI campaign abroad in search for cheaper production chains and new markets (e.g.…”

Section: Local Commitment Of Lead Companiesmentioning

confidence: 99%

Clusters and internationalization: the role of lead firms’ commitment and RIS proactivity in tackling the risk of internal fractures

Parrilli

2019

European Planning Studies

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In this paper we aim at discussing the growth potential of clusters in international markets.Over the past two decades, clusters and industrial districts have gone under increasing competitive pressure insofar as markets have progressively globalized. Lead companies, either foreign or home-grown multinationals, have globalized their operations while often reducing their commitment (e.g. investments) within clusters and districts. As a result, a number of second, third and fourth tier suppliers disconnect from global value chains coordinated by lead companies, leaving the cluster fractured and jeopardizing local development prospects. Only a small segment of firms in the cluster copes with globalization.This situation represents a challenge that clusters and districts need to take on. In this paper, we inquire about the importance of two factors that may represent crucial conditions for the upgrading of clusters within global markets. The long-term commitment of lead companies to the local economy, together with the dense interaction between the regional innovation system and the lead companies and their new global innovation network, are found to be crucial elements for the resilience of clusters/districts and their small and medium-sized firms. A few successful clusters are considered vis-à-vis others that face higher risks of internal fracture. In this work we analyse relevant cases in Spain, Italy, and Costa Rica.

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Section: Local Commitment Of Lead Companiesmentioning

confidence: 99%

Clusters and internationalization: the role of lead firms’ commitment and RIS proactivity in tackling the risk of internal fractures

Parrilli

2019

European Planning Studies

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“…The shares of the new company were traded on the stock exchange in New York and in Milan, with existing shareholders of FIAT offered shares at the ratio of 1:1 to buy into FIAT Chrysler Automobiles. In 2013, this company was the seventh largest producer of cars in the world (Balcet, Calabrese, & Commisso, 2013).…”

Section: Gucci Brand and Fiat Brandmentioning

confidence: 99%

Innovative Methods of Marketing Management of Luxury Brands for Example Gucci's Collaboration With the Fiat Company

Kasztalska

2016

CBUP

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Branding is a basic and necessary tool in marketing. Recognizable brands develop international trade, cooperation, and exchange of goods. Of late, luxury brands have entered a new level of marketing and customer interaction, whereas, previously, brands specializing in one sector of the economy, generally ignored others. Gucci is a luxury brand that has recently teamed up with FIAT, a company with a completely different profile to that of manufacturing in the apparel industry. The aim of this study was to establish whether customers buying products from Gucci were interested in its collaboration with the automotive industry and whether the Gucci brand had become more recognizable because of this cooperation. The conclusions were somewhat remarkable, with the Fiat 500, a product combining reliability and beautiful design, continuing to be immensely popular. In addition, the cooperation of both brands has brought large profits and a significant increase in awareness of both companies. Undoubtedly, the innovative marketing method of designing a new car model, in collaboration with a luxury brand, brings awareness to both brands. Further studies are likely regarding this unprecedented case of cooperation between a brand of luxury clothing and one of an automotive company. UDC Classification: 005.3, 658, DOI: http://dx.doi.org/10.12955/cbup.v4.736

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“…Jeep, on the other hand, will form the basis from which to extrapolate 4x4 technology and know-how for be transfer to the SUV (Sport Utility Vehicle) segment. Given the trend over recent years, it will no longer be a market niche, as in the past, but represent a real and autonomous segment (Balcet, 2013).…”

Section: The New Entity: Fiat-chryslermentioning

confidence: 99%

“…Moreover, thanks to a number of modifications, it was adopted by the Fiat Linea and the Dodge Dart. This is the first product to be developed entirely under the auspices of the new FGA-Chrysler (Balcet et al, 2013).…”

Section: The New Entity: Fiat-chryslermentioning

confidence: 99%

Fiat-Chrysler deal: looking for a good returns from M & A

Bertoldi

Giachino

Bernard³

et al. 2015

Journal of Business Strategy

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Purpose – The aim of this paper is to investigate the cross-border acquisition’s process through the Fiat-Chrysler case. Many automotive companies have considered cross-border mergers and acquisition (M & A) as a necessary step to face increasing competition and globalization, but only few of them were successful. In particular, some best practices in terms of lessons-learned are highlighted. Design/methodology/approach – The paper is based on the analysis of a cross-border acquisition: the qualitative approach allows authors to better understand all the dynamics, complexities and problems that characterize companies facing this process (Yin, 1984). Authors used public information, Internet sources and Fiat’s documents to gather all the necessary information. Findings – In a cross-border acquisition, compatibility and complementarity of products and markets are fundamentals, whereas unmanaged cultural differences, as well as misunderstanding of the real motivations, are a slow but deadly poison: integration and a clear common focus on the final target are key factor for success. Research limitations/implications – The investigation is limited to the strategy used by Fiat-Chrysler. If the authors’ suggestions can be confirmed or improved by using other case studies, guidelines could be very useful to companies dealing with M & A. Practical implications – The paper offers recommendations on how big companies can manage a cross-border acquisition, illustrates the key steps to be successful and tries to define the necessary elements for a successful M & A. Originality/value – The paper shows how two real multinational companies operating in the automotive sector have decided to become one entity; moreover, it highlights the fundamental steps of the process, giving to the management a good example of what must happen in reality.

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Structuring and restructuring Fiat-Chrysler: can two weak carmakers jointly survive in the new automotive arena?

Cited by 6 publications

References 9 publications

Clusters and internationalization: the role of lead firms’ commitment and RIS proactivity in tackling the risk of internal fractures

Clusters and internationalization: the role of lead firms’ commitment and RIS proactivity in tackling the risk of internal fractures

Innovative Methods of Marketing Management of Luxury Brands for Example Gucci's Collaboration With the Fiat Company

Fiat-Chrysler deal: looking for a good returns from M & A

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