Abstract
The paper provides an overview of Mercedes Benz's history, its present situation and of future trends that the company is expected to follow. The paper looks at the worldwide car industry and analyzes Mercedes Benz's market, its market segments and its competitors. The paper also provides a SWOT analysis and analyzes the company's marketing strategy in terms of product, price, distribution and promotional strategy.

Outline:
Executive Summary
Introduction
Mercedes Benz Presentation
Current Marketing Situation
Mercedes Benz Market
Mercedes Benz Target Segments
Mercedes Benz Product Review
Mercedes Benz Competition
SWOT Analysis
Objectives and Issues
Marketing Strategy
Product Strategy
Price Strategy
Distribution Strategy
Promotional Strategy
Budget
Conclusion

From the Paper
"Although the car industry has reached its peak in mature markets like North America, Europe, and Japan, the expansion process of this industry still continues due to emerging markets like China and India. With North America being the largest national market, it is expected that China will soon become the second largest national market, outnumbering Japan. It is also expected that the following decades will be characterized by a significantly increased production."

Tags:product, price, distribution, promotional, strategy, competition, customers

Abstract
This paper examines the history of the Mercedes-Benz automobile company which was formed through the merger and cooperation of what started out as two separate car companies founded by two different men, Gottlieb Daimler and Carl Benz who were born and grew up in Germany. It discusses the development of the companies during and after the two World Wars and their survival during the periods of economic unrest and the state of the automobile industry in Germany today.

From the Paper
"German car companies are globalizing to get closer to customers and suppliers. Currently, many German producers, including Mercedes-Benz, are in the process of establishing plants in other countries, partly because it became clear that productivity could only be possible by doing so. It is felt that while overseas investment might have a short run cost in jobs, it may be the best way for German industry to survive and compete, creating new markets. "

Tags:germany, automobile, industry

Abstract
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."

Tags:product, organization, structure, brand, identity

Abstract
This paper provides a persuasive speech aimed at convincing people why it is the ultimate driving experience to get behind the wheel of the Mercedes-Benz SLR McLaren, which costs $495,000 as of 2007.

From the Paper
"Driving the Mercedes-Benz SLR McLaren makes you one of the fastest and most elite drivers in the world. The Mercedes SLR which stands for speed, light and racing is the world's fastest automatic transmission car in the world. With a price tag of $495,000 and a limited production of only ... cars per year, it is also among the world's most exclusive cars. Driving the Mercedes McLaren is not only one of the most privileged but also one of the coolest experiences you..."

Tags:performance, style, engineering, speed, exclusivity, luxury, gull wing doors

Abstract
This paper studies the merger of Daimler Benz and Chrysler of 1998 and researches the changes in the business environment and corporation.

Abstract
This paper examines how in January 1998, the chairmen of two major car manufacturers met to discuss the biggest industrial merger ever and how Juergen Schrempp, CEO of Daimler-Benz of Germany and Bob Eaton, CEO of Chrysler of the U.S. would eventually come together as one, to become a major player in the automotive world. It evaluates some of the problems and issues that were met that marred the smooth merge of the two companies such as both company executives not budging over which business card style they should have - American or European style. It looks at how other problems encountered included whether or not two CEO's should hold office and whether or not to call it an "acquisition" or a "merger of equals" and whether or not Eaton, president of Chrysler, should leave.

Outline
Introduction and Review of the Case
Statement of the Problem
Possible Solutions
Summary

From the Paper
"Shareholders actually filed a class action suit against DaimlerChrysler in November of 2000, charging them with fraud a massive fraud that surrounded the largest automotive industry transaction in history; the 1998 merger of Daimler-Benz AG and Chrysler Corporation. The complaint seeks to recover damages on behalf of three classes of investors damaged by the alleged fraud: those who bought DaimlerChrysler stock between November 14, 1998 and October 29, 2000; those who received DaimlerChrysler stock in exchange for Chrysler shares as a result of the merger; and those who owned Chrysler stock as of July 20, 1998, the date of the merger vote."

Tags:juergen, schrempp, bob, eaton, automobile, industry

Abstract
This paper explains that when Daimler-Benz and Chrysler Corporation announced their merger, much was made of the synergy which would result from the combination of these two automotive giants. However, the results of the merger have been less positive than originally anticipated. The author points out that one of the problems is that the companies came from two different countries and cultures. The author concludes that an integration plan would have helped the organization avoid some of the problems that it has encountered.

Table of Contents
Introduction
Description of Organizations
Expectations of Merger
Changes Brought About by Merger
Resistance to Change
Recommendations

From the Paper
"Initially, the goal was to integrate the two companies as quickly as possible, and the company was run with two co-chairmen: Juergen Schrempp (of Daimler) and Robert Eaton (of Chrysler). This co-chairmanship was designed to help allay fears that the company would be undergoing significant shifts in corporate culture immediately. However, the company also established the Automotive Council, which is a panel of executives from the company's three separate automotive divisions. The Automotive Council is responsible for finding ways to combine operations and achieve significant savings from the synergies which are expected to result from the merger. Merger savings of $1.4 billion realized during the first year of the merger are generally attributed to short-term projects."

Tags:organization, expectations, resistance, culture, plan

Abstract
In the 1980s the company Mercedes Benz was able to market its luxury cars to the public. However, the paper points out the difficulties the company faced later trying to sell a product with such a narrow client-base. The writer gives the background of the struggles of this company and the new marketing strategy that has begun to take shape.

From the Paper
"Every year, Mercedes Benz spends millions of dollars sponsoring sporting events and advertising to sports fans. They use a service provided by ESPN that makes sports market research information accessible over the Internet to help determine target market segments and adapt sports sponsorship strategy to the changing marketplace ensuring high-impact sports marketing programs. ESPN/Chilton provides a data warehousing product, Sports Poll Interactive, to give highly detailed answers to the most pressing market demographic questions. An example would be the ability to use this secondary data to explore the market of young, outdoor enthusiasts who participate in different types of sports than those currently sponsored, in conjunction with marketing the new M-class sport utility vehicles and 4-wheel drive options on sedans."

Tags:market, automobile, sales, luxury, research

Abstract
This paper discusses the merger of these two large car manufacturers. It looks at the economic situation of each company before the merger, workforce problems, and production issues. It then examines the ways that these problems were either solved or increased with the merger.

From the Paper
"In the 1990's, in an effort to increase their size and scope, several companies merged. Mergers were created by combining strengths with, or acquiring establishments that manufactured similar merchandise. Occasionally, acquisitions of companies from different sectors occurred in the interests of diversification. Corporate mergers increased in the nineties due to the booming stock market, which rode the technology wave. Various sectors of industry went through phases of deregulation and market-globalization. With markets getting smaller and more interlinked, many companies chose to acquire companies that they felt would help them expand and/or help gain capital for future expansion."

Tags:automobile, car, market

Abstract
This paper studies the ways in which the Daimler Chrysler merger makes both economic and business sense inasmuch as both companies have a history of being internally flexible and willing to try any sort of technique to make a product or an idea work. The writer gives examples of the positive results of the merger and also raises some of the potential pitfalls, such as clashing company cultures.

From the Paper
"However, as Sorge and Phelan observe, the two companies, although in the same industry have fundamental differences apart from the obvious differences in business culture. "Chrysler has creative styling and low development costs. Daimler is an engineering company with high development costs" (Sorge & Phelan, 1998, 46). Even with this disparate core, the merger is an operating merger rather than a financial one. The difference is essentially one of content. Both companies were profitable and could have survived without the deal. However, since this is an operating merger, the combined companies will attempt to operate co-mutually, an attempt that can be hindered by the fact that the corporation will have two headquarters and two CEOs for the first 18 months of operation. The combined company comprises about 180 manufacturing facilities. Fifty of those are located in Germany, 40 are in America and the rest are in Argentina, Brazil, Canada, Indonesia, Mexico, South Africa, Spain, and Turkey."

Tags:automobile, company, deal, sales, manufacturing