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Case 11 DaimlerChrysler AG. Agenda. Case Summary - Sergey Question 1 – Paul Question 2 – Batar Question 3 – Paul Question 4 – Yan Question 5 – Sergey Question 6 – Yan Question 7 – Sergey. Case Summary. Daimler-Benz and Chrysler Corporation signed merger agreement on May 6 th , 1998

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Case 11 daimlerchrysler ag

Case 11 DaimlerChrysler AG


Agenda
Agenda

  • Case Summary - Sergey

  • Question 1 – Paul

  • Question 2 – Batar

  • Question 3 – Paul

  • Question 4 – Yan

  • Question 5 – Sergey

  • Question 6 – Yan

  • Question 7 – Sergey


Case summary
Case Summary

  • Daimler-Benz and Chrysler Corporation signed merger agreement on May 6th, 1998

  • Post-merger developments

  • Strategic realignment and changes


The merger was welcomed by auto analysts and consumers
The Merger Was Welcomed by Auto Analysts and Consumers

  • The world’s third largest auto manufacturer (GM 1st, Ford 2nd)

  • Over $154 billion revenue, over $5.6 profit

  • Mercedes-Benz ranked as the most visible luxury brand

  • Chrysler’s success in low-end/sub-compact cars and trucks


Concerns for the merger
Concerns for the Merger

  • Reorganization of management formal and informal

  • The companies’ future growth potential

  • Changing global segments

  • Incompatible governance issues


Daimler benz and chrysler corporation s strengths in 1998
Daimler-Benz and Chrysler Corporation’s strengths in 1998

Daimler-Benz

  • Mercedes is the most popular luxury brand

  • A strong dealer network

  • Ranked #17 globally

    Chrysler Corporation

  • Low-end/sub-compact cars and trucks

  • Big auto manufacturer in North America

  • Mini-vans, Jeep and Dodge trucks

  • Ranked #25 globally


Short term strategies
Short-term Strategies

  • Cost Cutting

  • Worldwide integration

  • Rationalization

  • R&D savings

  • Value pricing strategy

  • Plant Closings


Long term strategies
Long-term Strategies

  • Global presence

  • Strong brands

  • Broad product range

  • Technology leadership



Question 4
Question 4 problems and blunders?

  • First, the importance of company culture integration.

  • Second, the importance of a clear and correct target.

  • Third, the importance of customers and demands.

  • Fourth, the importance of the association between theories and practice

  • Fifth, the importance of corporation especially the top executives

  • Sixth, the importance of knowing the market and the partner


Daimlerchrysler s competitors
DaimlerChrysler’s Competitors problems and blunders?

  • GM

  • Ford Motor

  • Volkswagen

  • Toyota


Dieter zetsche s strategies
Dieter Zetsche’s Strategies problems and blunders?

  • Build a more cooperative and younger leading group to reach culture integration.

  • Make the company more competitive by saving money and using different ways to meet different customers’ needs.


Breakup and future outlook
Breakup and Future Outlook problems and blunders?

  • Incompatible cultures

  • No desire to adapt

  • Brands’ mismatch

  • Daimler AG and Chrysler LLC in 2008-2009


Thank you
Thank you!! problems and blunders?


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