汽车行业是薪资趋势的风向标，其产值约占日本国内生产总值(GDP)的10%，且占日本对美出口的三分 之一。这一重要地位迫使日本首相石破茂必须与特朗普达成协议，以降低针对进口汽车及零部件的25% 关税。 然而，行业短期内恐难获喘息之机。石破茂在出席加拿大七国集团(G7)峰会期间，既未达成贸易协议， 也未明确推进协议的路径。除汽车行业面临的关税外，日本还遭受了钢铁和铝50%的关税冲击，而原本 对其他商品10%的全面关税也将于7月初升至24%。 部分车企已开始调整策略：本田推迟了在加拿大110亿美元的电动汽车供应链扩张计划，并将混合动力 思域(Civic)车型的生产从日本转移至美国;斯巴鲁正在重新评估所有投资;日产已暂停美国市场对墨西哥 产SUV的订单;马自达(Mazda)则停止了与丰田在阿拉巴马州合资工厂生产的一款车型对加拿大的出口。 智通财经APP获悉，三菱汽车公司(Mitsubishi Motors Corp.)正上调部分车型的美国市场售价，此举源于 汽车行业对唐纳德·特朗普总统针对进口汽车及零部件加征关税的连锁反应作出应对。 高度依赖进口车供应美国市场的日本大型汽车制造商，正面临特朗普关税带来的190亿美元损 ...

Group 1 - The merger discussions among major state-owned automotive groups in China, including FAW, Dongfeng, and Changan, have been ongoing for years, but recent developments suggest that the merger between Dongfeng and Changan may be postponed due to Changan's elevation to a central enterprise under the State-owned Assets Supervision and Administration Commission [1] - The article reflects on the historical context of mergers in the automotive industry, particularly the Daimler-Chrysler merger, and draws parallels to the current situation in China [2][4] - The challenges faced by Daimler in its attempts to create a global automotive empire through acquisitions, including the eventual divestment from Mitsubishi and Hyundai, serve as a cautionary tale for current mergers in the Chinese automotive sector [3][4] Group 2 - The Daimler-Chrysler merger in 1998, valued at $38.33 billion, was the largest merger in industrial history at the time, aiming to establish a global automotive empire [5] - Following the merger, Daimler acquired stakes in Mitsubishi and Hyundai, expanding its influence in Asia, but faced significant operational challenges due to cultural and management differences [5][37] - The article emphasizes the importance of understanding cultural integration and management challenges in mergers, as seen in the difficulties faced by Daimler post-merger, which ultimately led to strategic shifts and divestments [12][37] Group 3 - The narrative highlights the internal conflicts and management struggles within Daimler-Chrysler, particularly regarding leadership appointments and operational control, which were exacerbated by cultural differences [45][66] - The article discusses the strategic decisions made by Daimler, including the withdrawal from Mitsubishi and Hyundai, which were influenced by financial performance and internal disagreements [24][36] - The complexities of managing a merged entity, including the integration of different corporate cultures and the challenges of leadership dynamics, are underscored as critical factors for success in mergers [37][66]