A look at the management behind these car manufacturing companies.
Written in 2003; 5,695 words; 5 sources; MLA; $ 137.95
Paper Summary:
In January of 1998, Juergen Schrempp, CEO of Daimler-Benz of Germany, and Bob Eaton, CEO of Chrysler of the U.S. met to discuss the biggest industrial merger ever. Before a successful merger could begin to work, however, the companies encountered several bumps in the road. One of those "bumps" involved both company executives not budging over which business card style they should have--American or European style. Other "bumps" included whether or not two CEO's should hold office, whether or not to call it an "acquisition" or a "merger of equals" and whether or not Eaton, president of Chrysler, should leave. This paper focuses on these and many other issues surrounding the merger of Daimler-Benz and Chrysler.
From the Paper:
"After the merger, the Germans seemed to have control over the company. Americans wanted the company in the US, but because of German law, this would have been impractical and too expensive, so the new company had to be based in Germany. (Or did it?) This German-registered company is dominated by German managers, while American managers left in droves, or to use a term some people in the company used, defected over to Ford and GM. (Vlasic/Webster) However, Eaton won a premium price for Chrysler shareholders, as well as top Chrysler executives, and as a symbolic win, he persuaded Schrempp to drop the name "Benz", to make the new company's name "DaimlerChrysler". (Cervone)
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