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马基奥尼的魔法

    为了推高销量指标，汽车厂商们往往会玩很多花招。比如李•艾科卡1978年入主克莱斯勒的时候，就发现了所谓“销售银行”的问题，也就是说公司在没有接到客户订单的情况下就进行生产，导致库存货满为患，大量汽车囤积在空地上，最后只能按白菜价出售。而通用过去在销量上搞猫腻也是出了名的，它把汽车卖给租赁公司三到四个月的时间，然后在账面上记录这些汽车已经卖了出去，然后再亏本买回这些汽车进行二次销售。内情人士将这个过程称为“生产二手车”。

    到目前为止，马基奥尼并不十分依赖集团客户的销售，也没有过分采用激励手段进行促销。克莱斯勒的财务状况已经证实了这一点。马基奥尼的成功主要归功于定位明确的设计改良，以及巧妙的营销策略和老到的品牌管理。曾负责过汽车业紧急救助小组组长的史蒂夫•拉特纳上周对《底特律新闻报》（the Detroit News）的记者大卫•谢帕尔德森称：“克莱斯勒真是令人不可思议。再过一百万年，我也无法想象马基奥尼能够取得这样的成就。”

译者：朴成奎

Marchionne magic

    There is a bag of tricks that automakers can use to boost sales figures. When Lee Iacocca took charge of Chrysler 1978, he unwound its notorious sales bank, where cars built without customer orders would be stored on vacant lots until they could be sold at fire sale prices. GM used to be famous for selling cars to rental companies for three or four months to record a sale and then buying the cars back at a loss for resale. Insiders described the process as "manufacturing used cars."

    So far, Marchionne has been sparing in his reliance on fleet sales and is holding the line on incentives. Chrysler's bottom line attests to that. His success is mostly due to targeted design improvements, smart marketing, and savvy brand management. As former car bailout chief Steve Rattner told David Shepardson of the Detroit News last week, "Chrysler is amazing. I would have never in a million years bet that Sergio could do what he's done."