Audi acquired Lamborghini in 1998. After a decade of rapid growth, the car manufacturer experienced major downturn in sales in the 1970s following the world financial crisis and oilcrisis.
Lamborghini had gone through 5 different ownerships following its bankruptcy some of which include; the Swiss brothers - Mimran brothers in 1980, Chrysler Corporation in 1987, Indonesiancompany in 1994 and finally the company was sold to Audi in 1998.
The Audi acquisition marked the return to stability and increased productivity for Lamborghini peaking in record sales in 2007 and 2008.Heartland business
It is obvious that for other acquisitions to have failed and for this to work, there was an agreement in the fitand feel of the Audi-Lamborghini acquisition. Audi not only understood the activities of Lamborghini but also had the required parenting skills, resources and characteristics.
Fit betweenbusiness unit critical success factors and parents skills, resources and characteristics (feel)
Fit between business unit critical success factors and parents skills, resources and characteristics(feel)
Fit between business unit parenting opportunities and parenting skills, resources and characteristics (benefit)
Fit between business unit parenting opportunities and parentingskills, resources and characteristics (benefit)
Some concerns however, as to the shared resemblance of the Lamborghini brand, Gallardo and the Audi brand, R8 has raised concerns as towhether Lamborghini is being lost in its acquisition by Audi. The CEO, Stephan Winkelmann, in his statement “In the future, we will always work together just on the hidden parts – parts that will nottouch the DNA of Lamborghini," has tried to reassure the public but only time will tell.
Lamborghini’s sales dropped by half in 2009 owing to the world financial crisis. Stephan Winkelmann himself...