Fiat owned Chrysler new Logo

Chrysler is now owned by Fiat North America LLC and completed the acquisition consisted of a special distribution paid by Chrysler Group on 21st of January, 2014 of US$ 1,900 million and a cash payment by FNA to the VEBA Trust of US$ 1,750 million. Fiat funded the US$ 1,750 million payment from available cash on hand and the Chrysler Group funded the special distribution from available cash on hand.

Fiat Chrysler new logo
Fiat Chrysler new logo

So Fiat and Chrysler now require a new corporate identity representative of an organisation that is much more than the sum of its two component parts, based on strong core values, that represents a unique corporate culture, a common vision and a Group with an international reach.

Created by RobilantAssociati, this branding project began with definition of a distinct strategic concept that served as the basis for creation of the name, logo, house style and entire corporate identity, whose universal and essential forms are strongly expressive and evocative.

Use of an acronym helps create a transition from the past, without severing the roots, while at the same time reflecting the global scope of the Group’s activities. Easy to understand, pronounce and remember, it is a name well suited to a modern, international marketplace.

The three letters in the logo are grouped in a geometric configuration inspired by the essential shapes used in automobile design: the F, derived from a square, symbolises concreteness and solidity; the C, derived from a circle, representing wheels and movement, symbolises harmony and continuity; and finally, the A, derived from a triangle, indicates energy and a perennial state of evolution.

The logo’s design lends itself to an extraordinary range of symbolic interpretations. It uses a versatile, modern language capable of expressing continuous change without losing its core identity.

The new logo will be adopted by Fiat and Chrysler as soon as practicable and before completion of the reorganisation of the new Group.

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