| At the Geneva Auto Show, no one from GM
| |
| | GM gets a fair and better benefits from
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| talked about their interest in Chrysler
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| | great economies of scale on a group of
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| openly. But somehow, in GM's quiet
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| | GMT900 components and technologies. GM's
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| moment, some insiders were updated that
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| | product based strategic alliance would be
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| GM might be interested in Chrysler if
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| | headed on its way and not just any
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| they were paid to take it. But then, they
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| | one-way street. GM would not imagine the
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| will compromise the positive aspect and
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| | risks upon investing on finances or
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| might not be worth the interruption to
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| | structural problems of Chrysler. To think
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| the management team. There might be
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| | that product sharing can result to
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| picture of GM and Chrysler joining forces
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| | considerable cost saving. It goes
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| and it might make some sense if Chrysler
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| | something like the VW brake parts; it
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| were to be bought by a private equity
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| | will never function unless it is
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| group. GM might consider a strategic
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| | complete.
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| alliance established on selected product
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| | As for Chrysler, a tactical bond with GM
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| development programs.
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| | would help its finances to decrease their
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| For example, like trucks. Dodge's Ram
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| | capital costs desired for their product's
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| pick-ups are fading fast and for the
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| | development and technological progress.
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| full-size SUV, Durango has never been a
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| | It's a give and take relationship that
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| spirited entry. GM can provide the
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| | both companies will get something good
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| architecture applied to the new
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| | out if ever they get associated with one
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| generation of Ram and Durango line-up
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| | another. The companies will benefit upon
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| which is the GMT900. In any circumstance,
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| | agreeing to their negotiations, one good
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| Chrysler gets the new Dodge trucks. At
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| | reason that makes a lot of sense.
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| less cost than doing them all itself and
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| |
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