結(jié)局

????多虧在中國的旺銷勢(shì)頭，捷豹和路虎才得以揚(yáng)眉吐氣。去年兩者的銷售都創(chuàng)下紀(jì)錄，比前年增長29%。彭博社（Bloomberg）認(rèn)為這兩大品牌現(xiàn)在價(jià)值140億美元。而福特的表現(xiàn)盡管差不多同樣出色，但現(xiàn)在必須面對(duì)中國市場增速放緩、歐洲市場衰退和北美市場競爭激烈的殘酷現(xiàn)實(shí)。

戴姆勒-克萊斯勒

????1998年，戴姆勒-奔馳（Daimler-Benz）在臭名昭著的“平等地位合并”（merger of equals）中以370億美元收購了克萊斯勒公司。克萊斯勒在德國人的領(lǐng)導(dǎo)下日子并不好過，在經(jīng)歷了一系列虧損后，戴姆勒將這家美國公司80%的股份以74億美元賣給了私募股權(quán)公司瑟伯勒斯資本管理公司（Cerberus Capital Management）。喬納斯估計(jì)，戴姆勒為了剝離克萊斯勒共花了93億美元。

結(jié)局

????完成這一拋售后，戴姆勒迎來了營收猛增的大好局面。但在與主要對(duì)手寶馬競逐銷售冠軍的過程中，梅賽德斯-奔馳似乎略遜一籌，后勁不足。2010年，梅賽德斯宣布與日產(chǎn)汽車（Nissan）合作，共同開發(fā)小型車。2009年，克萊斯勒申請(qǐng)破產(chǎn)。但在意大利的菲亞特公司（Fiat）幾乎不花分文收購它后，它在新東家的管理下也開始走上了正軌，生意日漸興隆。在菲亞特的幫助下，克萊斯勒成功地更新了產(chǎn)品線，提高了銷售額。

福特-沃爾沃

????1999年，福特看準(zhǔn)了收購沃爾沃汽車（Volvo Cars）這一規(guī)模不大卻利潤頗豐的小型瑞典廠商的良機(jī)，果斷出手，花了64.5億美元將其收入囊中。一轉(zhuǎn)眼十年過去，在多年給予支持仍虧損不止，數(shù)次嘗試整合其運(yùn)營卻宣告無果后，福特將沃爾沃以18億美元的價(jià)格賣給了中國浙江的吉利控股集團(tuán)（Geely Holding Group）。

結(jié)局

????出售沃爾沃后的數(shù)日內(nèi)，福特就宣布將讓水星（Mercury）這一品牌壽終正寢，只留下林肯（Lincoln）作為唯一的高端品牌。和沃爾沃一樣，林肯現(xiàn)在也正在徹底改造產(chǎn)品線。在首席執(zhí)行官斯特凡?雅各布的領(lǐng)導(dǎo)下，沃爾沃現(xiàn)在放眼未來，將2020年的銷售目標(biāo)定到了80萬臺(tái)。

通用-薩博

????2000年，通用汽車用6.5億美元收購了薩博，隨后又追加了無數(shù)投資試圖使之盈利。但十年后，通用迫不及待地將它出手，以7,400萬美元的價(jià)格賣給了荷蘭的世爵汽車（Spyker Cars）。作為一家完全沒有管理小型汽車廠商經(jīng)驗(yàn)的精品車公司，世爵正努力推出全新的93和94x酷越車，而薩博則在2011年破產(chǎn)。

結(jié)局

????世爵向各路中國買家兜售薩博，但通用汽車宣布不再繼續(xù)發(fā)放專利和技術(shù)的許可證，讓這一兜售胎死腹中。薩博大多數(shù)零部件現(xiàn)在都賣給了一家中國電動(dòng)車廠商。

通用-悍馬

????1998年，通用汽車購買了悍馬（Hummer）的命名權(quán)，并在通用的平臺(tái)上推出了三款車型——H2和H3系列。悍馬最初也受到過一陣熱捧，但后來，它那夸張的造型和油老虎的胃口對(duì)正遭遇經(jīng)濟(jì)低迷的消費(fèi)者來說成了一種負(fù)擔(dān)，因此2009年，通用也將它擺上了出售的貨架。

結(jié)局

????一家中國的重型工業(yè)設(shè)備制造商開始想買下悍馬，但中國當(dāng)局阻止了這一交易。由于沒有其他買家，通用開始停產(chǎn)這一車型，并于2010年5月賣掉了最后一臺(tái)悍馬。

????譯者：清遠(yuǎn)

Bottom Line

????Thanks to surging sales in China, both Jaguar and Land Rover are thriving. Each posted record results in the last fiscal year, with sales up 29% from the previous year. Bloomberg figures the two brands are now worth $14 billion. Ford has done nearly as well but now faces a slowdown in China, a recession in Europe, and tough competition in North America.

Daimler-Chrysler

????In 1998, Daimler-Benz took over Chrysler for $37 billion in the notorious "merger of equals." Chrysler suffered under German direction, and after a series of losses, Daimler sold 80% of the American company to the private equity firm of Cerberus Capital Management for $7.4 billion. Jonas figures it cost Daimler $9.3 billion to exit Chrysler.

Bottom Line

????Daimler earnings popped after the sale, but its Mercedes-Benz brand seemed to lose momentum to archrival BMW, with whom it now competes for sales leadership. In 2010, Mercedes announced another partnership, this one with Nissan to develop small cars. Chrysler, since filing bankruptcy in 2009, has prospered under the control of Italy's Fiat, which acquired the American automaker for essentially nothing. With Fiat's help, Chrysler has updated its product line successfully and boosted sales.

Ford-Volvo

????When Ford saw an opportunity to acquire Volvo Cars -- a profitable though smallish Swedish automaker -- in 1999, it jumped at the opportunity and paid $6.45 billion. A decade later, after supporting Volvo through years of losses and tentative efforts to integrate its operations, it sold the company to China's Zhejiang Geely Holding Group for $1.8 billion.

Bottom Line

????Within days of disposing of Volvo, Ford announced it was also terminating Mercury, leaving Lincoln as its sole upscale brand. Lincoln is currently overhauling its product line -- as is Volvo. Under the leadership of CEO Stefan Jacoby, Volvo is focusing its gaze far out in the future and has set a goal of 800,000 unit sales by 2020.

M-Saab

????After buying Saab for $650 million in 2000 and investing countless additional millions to make it profitable, GM wound up unloading it ten years later for $74 million to the Netherlands' Spyker Cars. A boutique manufacturer with no experience managing even a small automaker, Spyker struggled to launch a new 9-3 sedan and the 9-4x crossover vehicle, and Saab collapsed into bankruptcy a year later.

Bottom Line

????Spyker shopped Saab widely to Chinese buyers, but GM blocked a sale by announcing it would not continue its licenses to patents and technology. Most of Saab's working parts have now been sold to a Chinese electric car manufacturer.

GM-Hummer

????GM bought the rights to the Hummer name in 1998 and marketed three vehicles, the H2 and H3 on GM platforms. After an initial spurt of interest, Hummer's over-the-top styling and voracious appetite for gasoline came to be seen as a liability in a weak economy, and GM put it up for sale in 2009.

Bottom Line

????A Chinese maker of heavy industrial equipment wanted Hummer, but the Beijing government blocked the deal. With no other buyers on the horizon, GM began shutting the marque down and built the very last Hummer in May 2010.