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The Conversation

What does fate hold for Chrysler after the Cerberus deal?
Chrysler 3000 photographed at Floyd Bennett Field in Brooklyn, New York
Inside the secretive world of Cerberus Capital. Read More
Last Trade:Change:
Industry:
Automotive
Primary executive:
Dr. Ing. Dieter Zetsche,
Summary:
The Company develops, manufactures, distributes and sells a range of automotive products, mainly passenger cars, trucks, … View More
This question, spurred by Daniel Roth’s September cover article, “The Most Dangerous Deal in America,” turned into a multilayered debate among posters on our website. Some wondered what Cerberus Capital Management, the private equity firm run by Stephen Feinberg, saw in Chrysler, given that Roth’s story, in their opinion, illuminated what’s wrong with the troubled Big Three American automakers.

“There is a reason Chrysler is collapsing,” wrote one reader. “Its product line is made up of gas hogs. The company is out of step, and now the sands of cheap credit are running out.”

Another declared, “The automotive business is in a revolution this decade. Anyone with the ability to market a quality, energy-efficient, global product will come out the winner. Why? Because the public is eager to buy. Feinberg will have little to do if he has the right product.”

One comment noted Cerberus’ support for what some think is a watered-down bill in Congress that would force auto companies to make cars more fuel-efficient but would gradually phase in the new miles-per-gallon requirements through 2020. “I am torn,” wrote the reader. “Ten years from now, I’d love to tell my kids that Chrysler survived (yet another) near disaster. However, I’d happily sacrifice Chrysler’s survival if the only reason it ‘won’ was that Cerberus successfully lobbied Washington not to improve fuel-efficiency standards for U.S. auto manufacturers. Frankly, Cerberus is fooling itself if it thinks that it can slow down the wave of greener cars, given the price of fuel and consumers’ increasing awareness of global warming. The wave has started.”

Still other readers focused on Feinberg and his success to date, generally finding much to admire. “If more executives worked and thought like Feinberg,” one wrote, “the American economy would be a much different, more successful environment. It seems his approach is to add value, not ‘strip and flip,’ as is commonly reported. His critics should brush up on their Econ 101 and remember what it is to be a capitalist.”

Wrote another, “Now this man has style and class. No need for publicity or attention like a Trump, no showing off like a certain Blackstone character. Dealmakers bring his company the deals because he negotiates with them in an honorable, straightforward manner. He doesn’t live an ostentatious lifestyle. And most important, he is raising his daughters correctly. He is the kind of person we need managing the country. No need for the Clintons, Edwardses, and Bidens of the world when you can have the real deal. Feinberg in 2008! I have cast my vote.”

But there were dissenters. One reader noted Feinberg’s choice of the controversial former Home Depot C.E.O. Bob Nardelli to run Chrysler. “Nardelli? Dan Quayle? Good grief! Why not make it a trifecta and hire Henry Kissinger? Clearly, Feinberg never set foot in a Nardelli-run Home Depot at any time in the past couple of years. Yeah, he makes money in a bull market, but so what?”

 



 

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