The 2009 Chrysler-Fiat Strategic Alliance
June 6, 2012
Table of Contents Intoduction 4
The Micro environment………………………………………………………….……………5-9 The Companies 5-7 Internal Assessment 8-9 The Macro Environment 10-15 Benchmarking 10-13 Brand Portfolios 14-15
Conclusion…………………………………………………………………………………...16-17
Outline
I. Introduction II. The Micro environment 1. The Companies a. Historical Background b. Strategic alliances 2. Internal assessment (strengths and weaknesses) III. The Macro environment 1. Benchmarking 2. Brand portfolios IV. Conclusion
Introduction
Nowadays, globalization is of high importance as it is currently influencing the world’s economy. Globalization is introducing a wide range of advantages and disadvantages that make some national businesses turn into powerful MNEs and some others vulnerable in front of this highly competitive global economy. The changes due to globalization are more and more affecting businesses worldwide, one of which is the increase of economies’ inter-dependence, where trade is as easy as if we were dealing on a one-country scale which makes one store in the U.S include as a direct or indirect competitor another one in a totally different region across the globe. As the world changes it is bringing about much greater business, economical and social impacts than ever before. One reactive strategy of globalization is the strategic alliance which is basically an agreement between two companies that share their resources, leading to mutual benefits & implying higher revenues. In such a coalition companies have more advantages and develop more effective processes, have access to wider resources, expand into new markets, get access to new technologies and know-how, develop advantages over competitors, as well as other possibilities. For instance, in this brief study, we will be tackling the 2009 Chrysler-Fiat strategic alliance; where the micro and macro environments of both firms will be held and
Table of Contents Intoduction 4
The Micro environment………………………………………………………….……………5-9 The Companies 5-7 Internal Assessment 8-9 The Macro Environment 10-15 Benchmarking 10-13 Brand Portfolios 14-15
Conclusion…………………………………………………………………………………...16-17
Outline
I. Introduction II. The Micro environment 1. The Companies a. Historical Background b. Strategic alliances 2. Internal assessment (strengths and weaknesses) III. The Macro environment 1. Benchmarking 2. Brand portfolios IV. Conclusion
Introduction
Nowadays, globalization is of high importance as it is currently influencing the world’s economy. Globalization is introducing a wide range of advantages and disadvantages that make some national businesses turn into powerful MNEs and some others vulnerable in front of this highly competitive global economy. The changes due to globalization are more and more affecting businesses worldwide, one of which is the increase of economies’ inter-dependence, where trade is as easy as if we were dealing on a one-country scale which makes one store in the U.S include as a direct or indirect competitor another one in a totally different region across the globe. As the world changes it is bringing about much greater business, economical and social impacts than ever before. One reactive strategy of globalization is the strategic alliance which is basically an agreement between two companies that share their resources, leading to mutual benefits & implying higher revenues. In such a coalition companies have more advantages and develop more effective processes, have access to wider resources, expand into new markets, get access to new technologies and know-how, develop advantages over competitors, as well as other possibilities. For instance, in this brief study, we will be tackling the 2009 Chrysler-Fiat strategic alliance; where the micro and macro environments of both firms will be held and
Bibliography: 1. http://www.italiaspeed.com/2012/cars/industry/05/sales_europe_april/2005.html 2. Chrysler’s official website, www.chrysler.com 3. Fiat’s official website, www.fiat.com 4. Fiat’s official website, http://www.fiatspa.com/en-US/business/faq/Pages/default.aspx 5.