Word: chryslers
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...Chrysler's woes are extensive. After owning the minivan market and a good chunk of the ever popular sport-utility business for a decade, the automaker has watched its market share get sucked away in the past year by competition. Instead of offering fresh new product, Chrysler rolled out an "all new" minivan that looks a lot like the old one, with expensive frills like power doors. Overproduction has forced the company to offer incentives of up to $4,000, tempting a loss on every sale. Chrysler even bungled its hottest product. There wasn't enough production capacity to meet...
...chess as a metaphor for his business drive, Schrempp craves information. Much of his comes through the executive "war room" near his office, where nuggets of intelligence about DaimlerChrysler's vast empire are constantly ingested and analyzed. But Holden had demanded and received complete autonomy when he took over Chrysler, and he used it to wall himself off from the Daimler side in Stuttgart...
...fact, Chrysler was never the company Schrempp thought he was buying, a curious miscalculation for a man who wants you to have no doubt that he knows everything there is to know about business. From near failure in 1991, the Detroit automaker had staged a sensational turnaround to become a market leader with its minivans, Jeeps and Dodge Ram trucks. More important, it had become the lowest-cost auto producer in the world...
...time the deal was in motion, discord and age had sent several top members of Chrysler's dream team--vice chairman Bob Lutz, chief engineer Francois Castaing and manufacturing whiz Dennis Pawley--into the Detroit sunset. The demands of the merger made things worse. Meetings, transatlantic travel and continued distrust over Schrempp's intentions distracted executives in Chrysler's Auburn Hills, Mich., headquarters. Chairman Bob Eaton, who had pushed for the Daimler merger, became increasingly detached from the company's operations--but not so much that he couldn't fire Chrysler president Tom Stallkamp last year. Schrempp may not have...
Daimler management regarded Holden as a bona fide member of Chrysler's dream team, one reason it granted him so much autonomy. In fact, Holden, a former vice president of sales and marketing, was viewed within and without Chrysler as a junior functionary in the automaker's success in the 1990s. Schrempp did not know it, but Holden's appointment had engendered tremendous resentment at Chrysler headquarters...