Mercedes star twinkles once moreThe

Mercedes star twinkles once moreThe Mercedes star is gleaming again. Three years ago it suffered as dramatic a fall as any luxury brand could, as it reported its first losses for nearly two decades and saw its quality slip so far that newspapers were full of stories of cars that kept on breaking down.“Mercedes should not make losses. That is absolutely clear,” says Dieter Zetsche, who became head of Mercedes in September 2005 and chief executive of its parent company, Daimler, three months later. “But we have great results now and we are starting to change the culture in many ways.”Indeed, so much has Mercedes changed that in three years it has gone from the worst-performing of the large luxury carmakers to the trailblazer. Rivals at its bigger-selling rival BMW look enviously at its 9.1 per cent return on sales last year (and even more so on the 10.4 per cent it made in the fourth quarter – compared with BMW’s 5.4 per cent in the third quarter).Much of that turnaround is due to Mr Zetsche, famous for his walrus moustache. He was not the first automotive executive to take on two jobs but he has been one of the most successful with it, using his operational experience at Mercedes to help him at Daimler, which also makes trucks, vans and buses as well as having a large stake in EADS, the aerospace group. Mr Zetsche says that combining roles is essential for his management style: “It makes more sense than ever now. If there was any time when it was a stretch then it was at the beginning. I can be a better Daimler CEO by knowing in depth about Mercedes’ business.” But he is keen to stress that it is a team approach, underlining how the corporate in-fighting of old has disappeared and describing as “nonsense” reports suggesting Mercedes is just a one-man show.Mr Zetsche was hard from the outset, cutting 14,500 jobs – 8,500 in production and 6,000 administrative staff. That broke the pattern of Mercedes providing a job for life to workers. But it had a dramatic effect on the bottom line and it is noteworthy that BMW is following suit three years later as it seeks to claw its way back in the profitability race. Mr Zetsche says: “Productivity gains don’t get you anything if you don’t reduce personnel.”Mercedes’ recent success is also linked to a big improvement in its product quality and the launch of some well-praised models, headed by the new C-Class saloon.“Mercedes is building cars that people want to buy again and, for once, they even look better than BMWs,” says one London-based analyst.The debate on reducing carbon dioxide emissions could hit Mercedes hard. But the company, for now, is choosing to highlight the launch of 20 fuel-efficient models this year.All of this has put a spring back in the step of a company that in Mr Zetsche’s words also acts a “mirror on German society”. It has also restored lustre to Mr Zetsche’s star, which was tarnished by the poor performance of Chrysler, the US carmaker that was owned by Daimler

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Mercedes star twinkles once more
The Mercedes star is gleaming again. Three years ago it suffered as dramatic a fall as any luxury brand could, as it reported its first losses for nearly two decades and saw its quality slip so far that newspapers were full of stories of cars that kept on breaking down.
“Mercedes should not make losses. That is absolutely clear,” says Dieter Zetsche, who became head of Mercedes in September 2005 and chief executive of its parent company, Daimler, three months later. “But we have great results now and we are starting to change the culture in many ways.”
Действительно, так много изменилось, что Mercedes в течение трех лет он прошел путь от худшего исполнительства больших роскошных автомобилестроителей к первопроходцем. Соперники на его больше продаваемым конкурент BMW завистью смотреть на его 9,1 процента прибыли от продаж в прошлом году (и даже в большей степени, на 10,4 процента, что в четвертом квартале - по сравнению с в третьем квартале 5,4 БМВ процента).
Большая часть этого оборота связано с г-Цетше, известный своим моржа усов. Он не был первым автомобильной исполнительной взять на двух работах, но он был один из самых успешных с ним, оригинальный Его опыт работы в Mercedes, чтобы помочь ему в Daimler, что также делает грузовики, фургоны и автобусы, а также имеющие большой акций EADS, группы Aerospace. Г-н Цетше говорит, что сочетание ролей имеет важное значение для его стиля управления: «Это имеет больше смысла, чем когда-либо в настоящее время. Если есть какое-то время, когда это было растянуть, то это было в самом начале. Я могу быть лучше генеральный директор Daimler, зная в глубине о бизнесе Mercedes. „Но он стремится подчеркнуть, что это командный подход, подчеркивая, как корпоративный, в-боях старых исчез и описывая, как“ «отчеты нонсенс предлагая Mercedes это просто один человек шоу.
Mr Zetsche was hard from the outset, cutting 14,500 jobs – 8,500 in production and 6,000 administrative staff. That broke the pattern of Mercedes providing a job for life to workers. But it had a dramatic effect on the bottom line and it is noteworthy that BMW is following suit three years later as it seeks to claw its way back in the profitability race. Mr Zetsche says: “Productivity gains don’t get you anything if you don’t reduce personnel.”
Mercedes’ recent success is also linked to a big improvement in its product quality and the launch of some well-praised models, headed by the new C-Class saloon.
“Mercedes is building cars that people want to buy again and, for once, they even look better than BMWs,” says one London-based analyst.
Споры о двуокиси углерода СОКРАЩЕНИЯ ВЫБРОСОВ Mercedes может сильно пострадала. Но компания, в настоящее время, является выбор , чтобы выделить запуск 20 экономичных моделей в этом году.
Все это положить весной обратно в шаге компании , что в словах г - Цетше также действует как «зеркало на немецком обществе». Она восстановила ТАКЖЕ лоск звезд мистера Цетше, который был запятнан плохой работой Chrysler, США автопроизводителя , который принадлежал Daimler