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Is Big Auto Really the Answer?

Fiat thinks that dramatically increasing its size will be its salvation. (Also read Roger Kimball: "An Offer They Couldn’t Refuse.")

by
Brian Douglas

Bio

May 10, 2009 - 12:44 am
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After striking a deal to acquire a major stake in Chrysler, Italy’s Fiat now wants to gobble up GM’s European operation under terms that include government subsidies. And in Chrysler’s case, a quick bankruptcy would relieve Fiat of a few troubling obligations. If Fiat is successful in both these bold ventures, its auto production could increase from 2.2-million vehicles to 5.5-million per year, making it an automaker of impressive scale. But would this dramatic growth be a win for Fiat? There’s plenty of evidence to the contrary if you simply glance back at the last few decades in automotive history.

One of the first roadblocks to successful growth is acquiring rival automakers without regard to cultural differences. The landscape of automotive acquisitions is littered with synergies of marvelous efficiency that made great PowerPoint presentations but didn’t work in the real world. Remember the “merger of equals” starring Daimler and Chrysler? From a product portfolio and logistic standpoint, it should have worked. Its architect, Jürgen Schrempp, also added a stake in Mitsubishi’s automotive operations to become a “truly global” automaker. But from the beginning, when meetings with Chrysler executives were interspersed with German instead of English, the eventual sour outcome could have been predicted.

The architects of Chrysler’s innovative cars and trucks soon departed, replaced by Mercedes managers. Those moves served to weaken the product lineup on both sides of the Atlantic, with Mercedes models suffering quality issues while Chrysler launched just one compelling new car — the current 300 sedan.

If it had a sense of recent history, Daimler might have learned from BMW’s acquisition of Britain’s Rover Group in 1994. That culture clash reminded some of WWII and after six years, BMW unloaded Land Rover to Ford, Rover sedans and MG to an investment group (and eventually the Chinese), and kept MINI.

Just prior to BMW’s acquisition of Rover, Honda was the sure bet to buy the troubled British company since the Japanese automaker had a manufacturing relationship with Rover. I recall at the time that financial wizards scoring BMW a winner and Honda a loser in the contest to snap up this distressed prize because smart money opined that an automaker had to be big to succeed. We now know the folly of that line of thinking.

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