| Under the new ownership of Cerberus Capital | | | | DaimlerChrysler AG, it still hired former |
| Management LP, the company started to form its | | | | DaimlerChrysler personnel, Andreas Schell to be the |
| dream team for Chrysler’s revival. Cerberus first | | | | Director of its Recovery and Transformation plan. |
| appointed Home Depot executive Robert Nardelli as | | | | Schell will also be in charge of supervising the material |
| CEO and at the same time demoting Tim Lasorda, | | | | cost management and will also be the executive |
| former CEO to being Vice Chairman and President. | | | | planner for the Nardelli. |
| The Nardelli – Lasorda team seems not that | | | | Appointed just last weekend, the newest member of |
| promising enough to revive Chrysler, and additional | | | | line-up is Phil Murtaugh. Formerly the Chairman of |
| automotive tycoons will pose higher resurgence rate | | | | GM’s China Operations, Murtaugh will now be |
| for Chrysler LLC. | | | | Chrysler’s Chief for Asian Operations. |
| For the first 30 days of Cerberus’ tenure of | | | | Before the dream team crossed Chrysler’s wall, |
| Chrysler, it appointed several automotive industry | | | | the recovery plan for the company had already been |
| magnates to reinforce the Nardelli – Lasorda with | | | | laid last February by Tom Lasorda, covering cost |
| Jim Press, Deborah Wahl Meyer, Andreas Schell and | | | | reductions and cutting almost 13,000 jobs, as well as |
| now, Philip Murtaugh. | | | | focus on creating more fuel-efficient vehicles and |
| Jim Press was formerly CEO of Toyota’s North | | | | promoting global growth through establishing strong |
| American Operations, his leadership at Toyota posed | | | | alliances. Nardelli, with his team wants to see this plan |
| great risks for GM and Ford Motors (affiliate to | | | | in action. |
| another Japanese car maker Mazda, manufacturer of | | | | “We don’t need another strategy. We need |
| Mazda car parts) sales slope and eventually rise for | | | | to focus on execution.” said Nardelli. |
| the Japanese brand. He entered Chrysler’s roof | | | | For Nardelli, the company needs to concentrate on |
| last September 6 to share the Vice-chairmanship and | | | | five initiatives: focusing on customers, improving |
| Presidency with Tom Lasorda. He will be in charge in | | | | quality, becoming more environmentally sensitive, |
| overseeing Chrysler’s North American and | | | | expanding globally and reinvesting in its people. |
| International sales, global marketing, product strategy, | | | | Those initiatives sound very promising. But before |
| and service and parts. | | | | Nardelli came into the picture, quality improvement |
| Before Press entered the Chrysler picture, another | | | | had already been Chrysler’s goal for such a long |
| Toyota executive was already in by the persona of | | | | time. Nardelli’s predecessor, Dieter Zetsche, |
| Deborah Wahl Meyer. Meyer was formerly | | | | promised the world that by 2007, Chrysler’s |
| Toyota’s Luxury division, Lexus’ | | | | vehicles would match the quality of those from |
| Vice-president of Marketing. In Chrysler, she will | | | | Toyota. For now, Nardelli will be the one to achieve |
| occupy the Chief of Marketing post. | | | | that, only that it will set his own date. |
| Although Chrysler is no longer a member of the | | | | |