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History of Fiat.

Discussion in 'Fiat Global News' started by nitinkumardba, Dec 28, 2010.

  1. nitinkumardba

    nitinkumardba Superiore

    Fiat S.p.A., one of Europe's largest companies, is perhaps best known as a manufacturer of automobiles. However, the company also produces commercial vehicles, construction machinery, thermomechanics and telecommunications equipment, metallurgical products, engine components, railroad stock, tractors, and airplanes. Fiat has interests in bioengineering, transportation, and financial services companies and also owns one of Italy's leading newspapers, La Stampa.

    Fiat was founded in 1899 by Giovanni Agnelli, an ex-cavalry officer, and a few other Turin businessmen. The city of Turin, often known as "Italy's Little Detroit," was developed with Fiat money; in the 1990s, half of its population, either directly or indirectly, remained dependent on Fiat for its livelihood.

    The company began manufacturing automobiles and engine parts for the automotive industry very early in the twentieth century. With the advent of World War I, however, Fiat significantly expanded its production line, and as the years passed, the company became a conglomeration of various manufacturing enterprises. By the early postwar years, Fiat was manufacturing so many products that Agnelli felt it was time to improve central administration.

    To help him in his reorganization efforts, Agnelli hired Vittorio Valletta, a university professor and former consulting engineer, in 1921. Their aim was to control all of the manufacturing processes as completely as possible, thus reducing their dependence on foreign suppliers. Soon, Fiat was pouring its own steel and producing its own plastics and paints. Thus, the company became even more diverse, and in a further reorganization, Agnelli formed a holding company, the IFI (Industrial Fiduciary Institute), in 1927. In the 1990s, IFI remained one of the wealthiest and most influential holding companies in Europe. It also remained a closed company, owned and operated by Agnelli's heirs.

    In its first two decades, Fiat produced only two types of automobile: the basic, limited options model and the deluxe model. The company had little incentive to offer other models since it was protected by the Italian government's high tariff policy (known as "kept capitalism"); as a result, imported cars were far beyond the reach of the average Italian. Indeed, more than 80 percent of all the cars sold in Italy were Fiats, and much of the remaining 20 percent of the country's car sales consisted of expensive Italian-made Lancias and Alfa Romeos.

    Finally sensitive to Italian complaints that Fiat's "cheap" car was too expensive, the company developed the Topolino, or "Little Mouse," a four-cylinder, 16 horsepower two-seater which averaged 47 miles per gallon. It was an immediate success and accounted for 60 percent of the Fiats sold in Italy up until the mid-1950s.

    Fiat flourished in World War II as it had in World War I, and profits increased significantly under Mussolini's much heralded modernization program. But the company's production of planes, cars, trucks, and armored vehicles for the European and African campaigns of the Axis forces made its plants prime targets for Allied bombing raids.

    Fiat faced the postwar era with war-torn plants and antiquated production facilities, and at the height of its disarray, in 1945, Giovanni Agnelli died. Valletta was named president and managing director and immediately set about reviving the company's fortunes, aided by Agnelli's grandson, Giovanni Agnelli II, who became a senior vice-president.

    Once the Allied effort to rebuild postwar Europe was under way, Valletta applied to the U.S. government for a loan to renovate and modernize company facilities. He reasoned that Fiat was crucial to Italy's recovery and should therefore be entitled to special help. Well aware of the political benefits of a strong Italy, the Americans granted Fiat a $10 million, six-month revolving loan. Other loans soon followed, and the company was back in business, gearing up for full production ahead of most of its West European competitors. By 1948, Fiat's holdings represented six percent of Italy's industrial capital.

    But fewer people were able to buy cars than before the war, and Fiat, like other car manufacturers, felt the effects of a smaller market. In response, to reduce its production costs substantially, Fiat built a plant for its 600 and 1300 models in Yugoslavia which was able to produce about 40,000 automobiles yearly. Other foreign expansion followed rapidly. Additionally, the company managed to secure a lucrative manufacturing contract from NATO.

    Fiat's foreign forays were a mixed blessing; its Italian workers began to fear for their jobs and worker agitation became a severe problem. On a few occasions Valletta was held prisoner in communist-led worker uprisings in Turin. The political situation did not cease until the mid-1950s when the U.S. government tied an anti-communist clause to its $50 million offshore procurement contracts with Fiat. This resulted in the firing, relocation, and political reeducation of many Fiat employees, as well as improvements in the company's already elaborate (by U.S. standards) social welfare program. The Italian workers formed three unions, the largest of which cooperated closely with company management.

    Valletta spent $800 million in expansion and modernization in the 15 years following World War II and built the most impressive steelworks in Italy. By 1959, Fiat sales reached $644 million, representing one third of its country's mechanical production and one tenth of its total industrial output. The price of Fiat's stock quintupled between 1958 and 1960; even so, Fiat did not reduce the relative price of its cars.

    Still running the company in 1960 at the age of 76, Valletta was a keen supporter of Italy's membership of the European Economic Community. He was sure that Italian companies were strong enough to survive direct competition from the other five members. Fiat itself had the advantage of a highly trained staff, the swiftest production lines in Europe, and listed assets of $1.25 billion. But Italy's organization of manufacturers, Confindustria, opposed EEC membership, believing that France and Germany would quickly dominate the market. Nevertheless, by the end of the first year of membership, Italian companies made 283 deals with companies in other EEC countries; the only deal involving the giant Fiat was a sales arrangement with the French automaker Simca.

    Valletta's confidence in his company's competitiveness within the EEC was seriously questioned when, in 1961, intra-community tariffs were lowered and import quotas were dropped. At the same time, American automakers such as General Motors, Ford, and Chrysler were significantly expanding their European operations. It quickly became apparent that Fiat had underestimated the potential sales of foreign-made cars in Italy. Unwilling to wait months for delivery of a Fiat, or simply tired of its models, Italians were more than ready to consider the increasing array of foreign vehicles. Moreover, Fiat misjudged its domestic market and failed to introduce a model that might appeal to the many Italians moving from the lower to the middle income bracket. In three years, from 1960 to 1963, Fiat's domestic sales dropped a massive 20 percent, from 83 to 63 percent.

    The company filled the gap in its product line with its 850 sedan, and by 1965, Italian car imports had dropped to 11 percent. But part of the revival in Fiat's domestic sales was effected by less positive means: the company launched a vigorous campaign against car imports enlisting the aid of its newspaper, La Stampa. This campaign was aided and abetted by the Italian government which angered car exporting countries by imposing a supposedly non-discriminatory anti-inflation tax on automobiles.

    Meanwhile, Fiat's exports improved and sales to underdeveloped nations flourished. In addition to its assembly plants in Germany and Austria, the company built plants in numerous other countries, including India, Morocco, Egypt, South Africa, Spain, and Argentina. Fiat also signed an agreement with the Soviet Union in 1965 for a facility capable of producing 600,000 units a year by 1970.

    After running Fiat for 21 years, Vittorio Valletta was succeeded in 1966 by Giovanni Agnelli II, the founder's grandson. Under Agnelli's leadership, the company's annual sales came close to $2 billion by 1968, and for a short time Fiat edged out Volkswagen as the world's fourth largest automaker. At that time, Fiat's cooperative arrangement with the French car maker Citroen made it the world's sixth largest non-American firm; the company operated 30 plants and employed 150,000 workers. Agnelli candidly credited Fiat's success to the company's near monopoly of its domestic market for half a century, but he warned that more sophisticated production methods were required if Fiat was to survive in the international market. He imposed a schedule for new models of two years from drawing board to assembly line and standardized many car parts to allow more interchange between models.

    Agnelli also sought further to diversify Fiat's products to lessen its dependence on autos and trucks which accounted for 86 percent of its revenue. At the same time, he set about improving the company's flagging sales performance in underdeveloped countries, and in 1969 he made two notable acquisitions. Fiat took full control of the Italian car manufacturer Lancia and announced a merger with Ferrari, the famous Italian racing car company. When Ferrari's problems had surfaced in 1962, owner Enzo Ferrari had turned down the Ford Motor Company but accepted financial backing from Fiat. Further losses forced Ferrari to sell, and his company was reconstructed as Fiat's racing car division.

    While the Ferrari and Lancia acquisitions were good for Fiat's image both at home and abroad, its domestic situation worsened. The company had to contend with Italy's 7.3 percent inflation rate and a series of strikes; 1972 production fell short by 200,000 vehicles. For the first time in its history, Fiat failed to show a profit or pay an interim dividend. Fortunately, news from abroad was good. Agnelli's younger brother, Umberto, who had doubled sales at Fiat France in 1965--70 and constructed successful plants in Argentina and Poland, had gone on to direct American sales. The number of Fiats sold there doubled between 1970 and 1972 and Fiat cars became the fourth largest selling import in the U.S. Umberto returned to Italy as second-in-command to help his brother with the pressing problems at home.

    However, Fiat's domestic fortunes deteriorated to the point where the company seemed a likely candidate for partial state ownership. In 1973, Fiat slipped $30 million into the red, and after a three-month strike in 1974, Italy's Socialist Labor Minister granted the union a monthly pay increase significantly higher than Fiat's final offer. Amidst Fiat's loud protests, the government also imposed ceilings on the prices the company could charge for its automobiles--and this at a time when sales were down 45 percent because of worldwide apprehension over the energy crisis. Finally, it seemed, the days of government protection for Fiat were over; the politicians were having to listen to their constituents, many of whom, at that time, viewed the industrial bosses as enemies of the people. Fiat's case was not helped by the Agnelli brothers' refusal to reveal the value of IFI, the family-owned holding company whose funds--in Swiss banks--were beyond Italian government scrutiny.

    However, Fiat's foreign holdings continued to offset its severe troubles on the home front, and the company thrived in the less saturated markets of Eastern Europe, Turkey, and South America. Its largest overseas investment was an $86 million plant in Brazil, which became operational in 1976. Other foreign ventures included a project with the American Allis Chalmers company, an important manufacturer of earth-moving equipment with units in the United States, Italy, and Brazil, and under an arrangement with Colonel Khadafi in 1976, Libya acquired a ten percent interest in Fiat. This purchase cost Moammar Khadafi $415 million, and Fiat shares immediately rocketed on the Milan Exchange. Since Libya paid almost three times the market price, serious questions were raised about Khadafi's long-term motives. But Fiat had no such qualms; Khadafi's purchase eased its cash flow at a time when the company earned less than $200,000 on sales of about $4 million and had dipped into reserves in order to pay shareholders.

    Meanwhile, the company's domestic woes continued. In 1974, with a heavy backlog of unsold cars to keep it going, Fiat fired all of its Italian workers with violent records. A year later, the company laid off a massive 15 percent of its Italian work force and was able to weather the ensuing strike.

    Fiat's management was convinced that it could beat its powerful competitors by producing cars at the lowest possible price. Through its subsidiary Comau, a leader in the automation field, Fiat retooled and partially robotized its factories and standardized yet more Fiat car parts. The assembly robots provided the company with much greater flexibility on production lines, since the machines could easily be programmed to perform a variety of tasks on a variety of models. Further worker layoffs were justified by Fiat by the rise in production rates. Annual output per worker in 1979 was 14.8 units; in 1983 the output was up to 25 units per worker.

    Fiat's bold and successful moves to modernize were matched by major changes abroad. The company entirely removed itself from the U.S. market, choosing not to compete against General Motors, Ford, Chrysler, and Japanese imports. In South America, the company closed operations in Uruguay, Chile, Colombia, and Argentina, retaining only its facility in Brazil. Fiat's international operations were also brought under the aegis of a new holding company, the Fiat Group.

    Although it had retreated from several large international markets, conceding in part its role as an export-oriented company, Fiat had led the way in Europe toward factory automation during the early 1980s, a move that several of Europe's other volume car makers--Volkswagen, General Motors, Renault, Peugeot--copied. In 1986, Fiat purchased Alfa Romeo, paying state-owned Finmeccanica $1.75 billion to acquire the luxury car manufacturer. The following year, the first Alfa Romeo car, the 164, to appear under Fiat ownership made its debut, selling strongly in Italy but recording disappointing sales elsewhere. The dismal sales performance of the 164 was the first of many difficulties Fiat would experience with Alfa Romeo, as sales and production volume dipped throughout the remainder of the 1980s and into the early 1990s. By 1993, the number of cars manufactured under the Alfa Romeo name had slipped to slightly over 100,000, roughly the same number produced in 1970 and considerably less than the number of cars manufactured before Fiat's takeover.

    In 1989, Fiat acquired part of another luxury car manufacturer, paying $120 million for a 49 percent interest in Maserati S.p.A., then four years later purchased the remaining 51 percent from De Tomaso Industries for $51.2 million. The addition of Alfa Romeo and Maserati to Fiat's automobile operations broadened the company's collection of automobile lines, bringing two luxury brand names to the company's established Ferrari, Innocenti, and Lancia-Autobianchi models. Despite the less than robust sales performance of Fiat's Alfa Romeo unit, annual sales grew prodigiously throughout the latter half of the 1980s, more than doubling between 1985, a year in which merger discussions with Ford Motor Company collapsed, and 1990. Fiat's ability to generate additional income from the increase in its revenues also met with considerable success, providing resounding evidence that the company had recovered from the financial malaise that characterized its operations during the early 1980s. In 1981, Fiat's income as a percentage of sales was a miserable 0.4 percent; by 1986 the company was realizing 7.2 percent of its annual sales as profit and its pioneering move into factory automation appeared to be paying dividends.

    In 1990, however, Fiat's growth came to a stop. A global recession that crippled the economies of many countries hit the European car market particularly hard, exacerbating the traditional problems--high labor costs and industry overcapacity--that plagued European car makers. Fiat's profits plummeted 51 percent in 1990, and its income as a percentage of sales slipped to 2.8 percent. The recession continued to hamper sales throughout the early 1990s as Fiat struggled to withstand the debilitative effects of the dwindling demand for automobiles. By the mid-1990s, the European car market was showing some signs of recovery but continued to be stifled by depressed economic conditions, inhibiting Fiat's ability to reap the rewards that, under more favorable conditions, would be derived from its enviable share of the European car market. For the future, a return to more robust economic conditions in Europe and abroad prefigured Fiat's full recovery and its return to the highly profitable late 1980s.

    Related information about Fiat

    otheruses, ) |
    foundation = 1899 |
    location = Turin, Northern Italy |
    key_people = Sergio Marchionne , Luca Cordero di Montezemolo |
    industry = Automotive, publishing, finance, and metallurgy |
    products = Fiat Panda
    Idea, Croma, Ulysse, Dobl? |
    num_employees = 220,000 (2005) |
    revenue = profit ?46,544 million (2005) |
    net_income = profit ?1,331 million (2005) |
    homepage = www.fiatgroup.com
    FIAT Group, or Fiat S.p.A. (Fabbrica Italiana Automobili Torino) is a European automobile manufacturer, engine manufacturer, financial and industrial group based in Turin, Northern Italy; founded in 1899 by a group of investors including Giovanni Agnelli. The company name is an acronym for Fabbrica Italiana Automobili Torino (Italian Car Factory of Turin), and it also means "let there be" in Latin, as in the phrase "Fiat lux," or "Let there be light."
    Fiat cars are constructed all around the world; in Italy, Poland, Brazil and Argentina. Joint Venture productions in France, Turkey, Egypt South Africa, India and China.
    Agnelli's grandson Gianni Agnelli was Fiat chairman from 1966 until his death on January 24, 2003. After their removal, Paolo Fresco served as chairman and Paolo Cantarella as CEO. After Umberto Agnelli's death on May 28, 2004, Luca Cordero di Montezemolo was named chairman, but Agnelli heir John Elkann became vice chairman at age 28 and other family members are on the board. At this point, CEO Giuseppe Morchio immediately offered his resignation. Sergio Marchionne was named to replace him on June 1, 2004.

    Fiat is the largest automobile manufacturer in Italy, with a range of cars including the Fiat Panda, Punto, Stilo, Idea, Croma, Ulysse and Dobl?. Car companies are run by Fiat Auto and Ferrari. Today Fiat Auto runs well known firms like Lancia, Alfa Romeo, Fiat, and Maserati. Ferrari is owned by the Fiat Group, but is run autonomously. Light automobile sales accounted for 46.8% of total revenues during fiscal 2004 (3.2% of which is from Ferrari).2

    The European Car of the Year award, Europe's premier automotive trophy for the past 40 years, has been awarded eleven times to the Fiat Group, more than any other manufacturer.

    •1967: Fiat 124

    •1970: Fiat 128

    •1972: Fiat 127

    •1980: Lancia Delta

    •1984: Fiat Uno

    •1989: Fiat Tipo

    •1995: Fiat Punto

    •1996: Fiat Bravo/Brava

    •1998: Alfa Romeo 156

    •2001: Alfa Romeo 147

    •2004: Fiat Panda

    Agricultural and construction equipment
    Fiat group owns CNH Global (which includes Case Construction, Case IH, Flexi-Coil, Kobelco, New Holland, New Holland Construction, and Steyr); CNH is the second largest agricultural equipment manufacturer in the world after Deere & Company. It is also the third largest producer of construction equipment after 4

    Commercial vehicles
    Commercial vehicles (Iveco and Seddon Atkinson), buses (Iveco and Irisbus) and firefighting vehicles (Camiva, Iveco and Magirus). For information on their military vehicles, see Ariete.

    List of Fiat commercial products:

    •Fiat Ducato Bus

    Motorcycles and aeronautics
    In 1959, Piaggio came under the control of the Agnelli family. Resultantly, as the wider ownership of Fiat in Italian industry, in the 1964 the two divisions (aeronautical and motorcycle) split to become two independent companies; Today the airplane-company Piaggio Aero is controlled by the family of Piero Ferrari, who also still holds 10% of the carmaker Ferrari.

    Vespa thrived, until 1992 when Giovanni Alberto Agnelli became CEO - but Agnelli was already suffering from cancer, and died in 1997. In 1999, Morgan Grenfell Private Equity acquired Piaggio

    Fiat itself was an important aircraft manufacturer, focused mainly on military aviation. After the World War I, Fiat consolidated several Italian small aircraft manufacturers, like Pomilio and Ansaldo. Most famous were Fiat biplane fighter aircraft of the 1930s, Fiat CR.32 and Fiat CR.42. Other notable designs were fighters CR.20, G.50, G.55 and a bomber Fiat BR.20. Then, in 1969 an aerospace division of Fiat merged with Aerfer to create Aeritalia.

    The major Italian component maker Magneti-Marelli is owned by Fiat, and in turn owns the other brands Carello, Automotive Lighting, Siem, Cofap, Jaeger, Solex, Veglia Borletti, Vitaloni and Weber;

    Metallurgical products
    Fiat owns a metal company, Teksid.

    Production systems
    Production systems are made mainly through Comau S.p.A. (now Comau Systems), which bought the American Pico, Renault Automation and Sciaky and produces industrial automation systems.

    The group owns the Sestriere skiing facilities (being this village on Alps a creation of Agnelli family).

    Publishing and communication
    Fiat group also owns important editorial brands, like La Stampa (created in 1926 for the famous newspaper), Itedi, and Italiana Edizioni. Other activities include industrial securitisation (Consorzio Sirio), treasury (Fiat Geva), Fiat Information & Communication Services.

    Fiat supports the Fondazione Giovanni Agnelli, an important foundation for social and economic research. Palazzo Grassi, a famous ancient building in Venice, now a museum and formerly supported by Fiat, was eventually sold to the Venice casino in January 2005.

    Fiat has recently begun sponsoring the Jamaican bobsledding team and promoting this sponsorship through commercials. Notably, it was one of the first companies to build factories in Soviet-controlled countries, with the best known examples in Vladivostok, Kyiv and Togliattigrad. The Russian government later continued the joint venture under the name AutoVAZ (known as Lada outside the former USSR). Fiat also has a subsidiary in Poland at Tychy, (formerly called FSM) where Fiat's small cars (the 126, Cinquecento and now Seicento) are made. In addition, its cars are produced through licensing and joint-venture agreements in China, Egypt, France, India, South Africa, Turkey, and Vietnam.6 Local variants of Fiats are produced at these factories as well as a world car, the Palio. As of 2005, the company holds the first position in the Brazilian automobile market with a market share close to 25%.

    Fiat has articulated that it wishes to focus on expanding into third-world markets because, in the words of former chairman Paolo Fresco, "those are the only markets where you can expect growth."7 And it is true that Fiat's specialization in smaller cars puts it at an advantage in those markets, but cars sold in third-world countries tend to be much simpler than those sold elsewhere (e.g., most lack air conditioning), and thus require much less money to develop.

    Giovanni Agnelli founded Fiat in 1899 with several investors and led the company until his death in 1945, while Vittorio Valletta administered the day-to-day activities of the company. In 1903, Fiat produced its first truck.8 In 1908, the first Fiat was exported to the US.9 That same year, the first Fiat aircraft engine was produced. That same year, a plant licensed to produce Fiats in Poughkeepsie, NY, made its first car. Compare this to the $825 ($17,000 today) Henry Ford charged for his first Model Ts in 1908.11 However, upon the entry of the US into World War I in 1917, the factory was shut down as US regulations became too burdensome. At the same time, Fiat had to devote all of its factories to supplying the Allies, producing aircraft, engines, machine guns, trucks, and ambulances. After the war, Fiat introduced its first tractor.12 By the early 1920s, Fiat had a market share in Italy of 80%.13 In 1921, workers seized Fiat's plants and hoisted the red flag of communism over them. In 1922, Fiat began to build the famous Lingotto car factory ? Fiat made military machinery and vehicles during World War II for the Italian Army and Air Force. Fiat made fighter aircraft, which was one of the most common Italian aircraft used along with the Savoia-Marchetti, and also made light tanks and armored vehicles. These were weak compared to some of the German and Soviet counterparts, but were still used often. the year Hitler's ally Mussolini was overthrown as leader of Italy - the Italian Committee of National Liberation removed the Agnelli family from leadership roles in Fiat because of its ties to Mussolini's government. At the time, Fiat was a conglomerate, owning Alitalia Airlines, toll highways, typewriter and office machine manufacturer, electronics and electrical equipment firms, a paint company, a civil engineering firm, and an international construction company. That same year, Fiat acquired Citro?n ? Following up on an agreement that Valetta had made with Soviet officials in 1966, Agnelli constructed a Fiat plant in the new city of Togliattigrad on the Volga that went into operation in 1970. On his initiative, Fiat automobile and truck plants were also constructed in industrial centers of Yugoslavia, Poland, Bulgaria, and Romania. That same year, sales reached an all-time high in the United States, corresponding to the Iranian Oil Crisis. However, when gas prices fell again after 1981, Americans began purchasing sport utility vehicles, minivans, and pickup trucks in larger numbers (marking a departure from their past preference for large cars).

    Paolo Fresco
    Paolo Fresco bercame chairman of Fiat in 1998 with the hope that the veteran of General Electric would bring more emphasis on shareholder value to Fiat. By the time he took power, Fiat's market share in Italy had fallen to 41%16 from around 62% in 1984.17 However, a John Welch-like management style would be much harsher than that used by the Italians (e.g., precarious versus lifetime employment).

    Recent events
    Over time, most automotive companies around the world have become holding companies of foreign as well as domestic competitors. For example, the US company General Motors owned a controlling interest in Sweden's Saab Automobile and, until recently, Japan's Isuzu and Suzuki. On May 13 2005 GM and Fiat officially dissolved their agreement, and Fiat is now courting Ford.19 The current CEO views alliances such as these as the deciding factor of the future success of Fiat.

    As part of the recent divestitures, in 2003 Fiat shed its insurance sector, which it was operating through Toro Assicurazioni to the DeAgostini Group. Although the light-vehicle market share of Japanese and Korean automakers in Europe is less than in the US (12.5% and 3.9%, respectively versus 30% and 3.9% in the US), it has been increasing steadily at about a half a percent a year.21 Fiat has also suffered operating losses for four years now.

    Fiat has drawn critism within New Zealand for an advert they ran in Italy, which a New Zealand Ministry of Foreign Affairs and Trade spokesman described as "culturally insensitive and inappropriate". The advert showed women performing the haka beside the new Fiat car and crowd noise is in the background to simulate the atmosphere in an All Blacks rugby match. Although Fiat's Italian factories are operating at barely 80% of capacity, Marchionne is not willing to provoke a crisis, as his predecessors did, by closing any of them.23

    Source: http://companies.jrank.org/pages/1507/Fiat-S-P.html
  2. gurjinder

    gurjinder Staff Member Janitor

    One point i read on the net :

    FIAT was the first manufacturer to offer Electronic Ignition as standard on its cars in 1968.
  3. Bala

    Bala Esperto

    And there was a company called FIAT-India,they used to manufacture beautyful and great cars called Linea and Punto and later on they launched another small car thinking that it would take on Santro,I10,Wagon r,but people in India never trusted the brand and did not even give Fiat a chance and finally Fiat was left with no other option but to leave the country,leaving all it's loyal and emotionally attached customers high and dry.:rolleyes:
    Fiat-India ... RIP.:oops:
    Last edited: Jul 4, 2011
  4. prakhar_lfc

    prakhar_lfc Superiore

    Bhubaneswar, Odisha, India
    Bhubaneswar, Odisha, India
    Linea T-Jet
    Great job Nitin. Nice article!

    @ Bala, I am afraid to say this but it might become reality if Fiat doesn't improve it's marketing campaign. :sad1
  5. Bala

    Bala Esperto

    Yes,Prakhar,even am afraid.
    How can the company keep running if it sells only 1500 cars a month??,how can it even pay it's staff.Right now there are more Lineas in display than what is being sold every month.Fiat is not to be blamed,people never tried it's cars.I have two friends who have had a ride in my Linea,but they never even asked it's price and they are about to purchase Vento,which they have never known or driven.
    Sorry mods for the offtopic post.

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