In 1998 Daimler-Benz was looking for for soul mate. 1998 is a year where US economy boom.
Nevertheless, Daimler- Benz gondola auto captured less than 1% of the American market.
Daimler Benz production method is ram intensive and requiring twice as many workers per unit produced e reallyplace Toyota Lexus division. Daimler-Benz recognized that it could benefit from an economy of scale in this pileus intensive industry.
Chrysler strength is in its annual profit of 2.8 meg, unparalleled efficiency, low design cost and Extensive American enfranchisement network. Chrysler is one of the most profitable car maker and very strong in sales of pickup trucks, sport profit vehicles (SUV) and minivans.
While Daimler- Benz strength is in non comprising quality and Better concept technology. Daimler-Benz is well known over its luxury cars.
The strategic plan was to merge this two different strength and advantages to produce boldface design, better product quality and higher productivity by sharing designs and parts surrounded by them.
The merge of equal between this two company with 442,000 employees and market capitalization of $100 billion would take advantage of synergy savings in retail sales, purchasing, distribution, product design and R&D,
This were the strategies in 1998 where they predict that deep down 5 years, Daimler-Chrysler will be
Among top three automotive car makers in the world.
Question 2
In retrospect, Daimler-Benzs plans for Chrysler seemed overoptimistic. What decision reservation errors cogency Daimler-Benz have made in its evaluation of Chrysler? How might those errors have been avoided?
Daimler- Chrysler top leaders spend millions of dollars to educate anxiety team about cross culture changes and sensitivity. Unfortunately the open between business practice and management sentiment go on unchanged. The integration just doesnt work as believe to be.
Many German counter-parts not happy with the American...If you want to narrow a full essay, order it on our website: Ordercustompaper.com
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