Amid the parent group’s purpose of selling the whole concern. Matra Automobile was confronting the undermentioned challenges ( in the order of importance ) : 1. Organizational Structure non Fit for Purpose
The twenty-first century car production has shifted to concentrate on two elements: “Platforms” and “Modules” . As such. the subcontracted assembly operations. which Matra was extremely successful. would be significantly reduced. In add-on. car technology was shifted towards specialised smaller companies. unlike the size of Matra. As a consequence. Matra would necessitate thorough organizational restructuring to re-align its corporate functionalities. which would be a drawn-out. dearly-won procedure. 2. “Accidental Success” non Sustainable Profitableness
Matra’s enormously successful 1990s was mostly due to the ground-breaking Espace theoretical account and its confederation with Renault. However. the monospace minivans market was in worsening together with the gross revenues figures of Espace. In add-on. Matra’s Avantimes did non hold the first-mover advantage as Espace had in the yesteryear. The hereafter of another invention theoretical account. m72. was far from certain. Furthermore. the Renault-Matra confederation experienced increased troubles. Matra’s heavy trust on partnership with large car companies could be proven dearly-won in the long term.
3. Lack of Systematic Corporate Strategy & A ; Market Positioning Matra had a instead baffled history of evolvement from a successful racing squad to a substandard rider auto developer. until it hit the “jackpot” with the Espace success in partnership with Renault. At the group degree. Lagardere planned to concentrate on its nucleus concerns of media. publication. high-tech etc. Matra’s car concern merely typically contributed less than 10 % of the group’s cyberspace after revenue enhancement net incomes. Additionally. Lagardere family’s leading had strategically withdrawn Matra from motor rushing right after it peaked. It might use the same logic to sell the concern once-and-for-all. after it apparently peaked in the minivan concern. This degree of uncertainness on a company’s hereafter is any business’ incubus. Matra’s hereafter was in title in uncertainty under such fortunes.
Garrette. B. . & A ; Dumont. A. ( 2002 ) . Matra Automobile ( 306-544-1 ) . HEC