A case study of Mercedes-Benz United States International, Inc. (MBUSI) relevant to its M-class operations begun in 1993.
Written in 2007; 1,050 words; 1 sources; MLA; $ 36.95
Paper Summary:
This paper describes MBUSI's start-up and operational period through to 1999, with an emphasis on MBUSI's unique organizational structures. The paper explains that MBUSI was very successful based on the selection of an appropriate product that proved very successful. The paper discusses the lessons the Mercedes-Benz organization can learn and best practices they can implement for all their operations.
Outline:
Abstract
MBUSI Success
Lessons Learned
Transferable Lessons
Best Practices
From the Paper:
"While the organization and structure at Mercedes-Benz United States International, Inc. (MBUSI) was certainly novel and even, to a degree, revolutionary for Mercedes-Benz, success or failure in almost any industry begins with the product. MBUSI had the foresight to develop an SUB platform that had relevant market appeal in the United States (US) without losing its distinct German feel and brand identity: "We wanted to avoid the American style, because I think that customers expect that a Mercedes-Benz is not American. They want to have the European origin and I think that would disturb them a little...if it looks very American" (Mercedes-Benz, 1999, p.5). Without a suitable product that remained true to the Mercedes-Benz ethos and European heritage, the M-class SUV would have been merely just another SUV in a market replete with myriad SUVs that all functioned and looked the same."
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