| Jim Press, the former Toyota Motor Corp. top exec, | | | | After a short time on the job, Press sees a company |
| is pushing Chrysler LLC to establish shopper-driven | | | | with a tough legacy, competent people and an |
| focus. | | | | opportunity for quick recovery. "I think the product is |
| In an interview with Detroit News, the Chrysler head | | | | undervalued and underappreciated and |
| honcho said: "My role is to be the voice of the | | | | under-recognized," he said. |
| consumer and to represent the needs of the dealers | | | | While he commended Chrysler's engineering and |
| in the marketplace. That's my passion." | | | | design, the "bones of the product," Press suggested |
| It can be recalled that the exec's departure from | | | | that the organization needs to listen more closely to |
| Toyota, which he has served for 37 years, was one | | | | the needs and desires of its customer base. Press |
| of the most shocking news in the auto industry | | | | painstakingly critiqued the design of the sport utility, |
| lately. As Toyota's top North American exec, Press | | | | all the way down to the placement of its cup holders. |
| enjoyed a stellar status as perhaps one of the most | | | | Chrysler dealers have welcomed Press into the fold, |
| clever sales and marketing exec in the industry. | | | | but are realistic about his ability to improve sales in |
| Currently, the 60-year-old Chrysler head is using his | | | | the short term. "Jim is a great listener and knows the |
| know-how in reviving the product lineup and boosting | | | | business," said Martin "Hoot" McInerney, a longtime |
| sales at his new employment. These goals are | | | | Chrysler and Toyota dealer. "But all the Jim Presses in |
| acquired in August by private-equity firm Cerberus | | | | the world won't help if you don't have great product." |
| Capital Management. | | | | Not only is Press easy to do business with, but also |
| Press said he sees great opportunities and some | | | | he has better instincts about vehicles than most sales |
| challenges in the automaker's product portfolio. | | | | chiefs, said George Peterson, president of consulting |
| "There are some products that may go away, and | | | | firm AutoPacific Inc. in Tustin, Calif. "The dealers |
| there are probably some products that we need to | | | | loved him. He is very approachable, very smart," |
| add," he said. "We need a more strategic product | | | | Peterson said. "He asks excellent questions and he's |
| portfolio going forward that is customer-driven." | | | | very engaged with the product." |
| While he declined to give specifics, Press said some | | | | Press said he expects Cerberus to invest heavily in |
| of Chrysler's cars and light trucks "are sort of | | | | new Chrysler products and technology, particularly in |
| overlapping the same segments" and need to be | | | | alternative-fuel vehicles. "Absolutely every car we |
| differentiated. "Some products seem to satisfy the | | | | make will be impacted by advances in powertrain," he |
| same customers," he said. "If we can separate those, | | | | said. "Plug-in hybrid, diesel hybrid, fuel-cell hybrid, |
| we can get a lot more traction in the marketplace." | | | | petrol hybrid they're all in the mix." |
| The veteran exec is expected to have considerable | | | | "I brought no Toyota secrets along with me," he |
| power over company's product lines. He will take a | | | | concluded. "But the company I came from definitely |
| hard look at Chrysler's place in the harshly | | | | proves the strength of bottom-up management." |
| competitive American auto market. In the United | | | | Chrysler isn't the only automaker wanting |
| States, Chrysler slipped to fourth in sales and has | | | | modifications and product revolutions. As the |
| struggled with overproduction of slow-selling product | | | | competition heightens, shoppers can now expect |
| lines. Additionally, the Auburn Hills-based automaker | | | | enhanced Acura antenna, improved auto lineup and |
| was hardly injured by escalating gas prices and shift | | | | lots of surprises in the industry. |
| of shoppers' interest. | | | | |