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
This paper discusses the merger of Chrysler Corporation and Daimler Benz, bringing together two of the largest automotive manufacturers, and also combining two disparate organizational cultures, from two very different geographical regions. The paper further discusses how in order to help facilitate the success of the merger, senior management from both organizations released strategic explanatory and justificatory discourse. The audience for this discourse was both external and internal audiences, including: shareholders, employees and dealers. The primary purpose of this discourse was to overcome the resistance that was being encountered by the merger.

Tags:metaphors, daimler, chrysler, merger

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
The paper examines the 1998 merger of Chrysler and Daimler-Benz which formed the Daimler Chrysler company. According to the paper, due to corporate cultural differences, what started as a merger of two equal companies, ended up as the absorption of Chrysler by Daimler-Benz. The paper examines the effects of the inability to acknowledge and assimilate cultural differences and suggests that, in order to successfully integrate different cultures, each culture must acknowledge the conflicting culture, and set aside ethnocentrism i.e., attitudes of cultural superiority.

From the Paper
"Chrysler and Daimler-Benzes were companies with different cultures, composed of conflicting corporate structures that were influenced by the individual cultures. The differentiating corporate cultures were glaringly detectable down into the employee break policies. Under Mercedes-Benz employee break policy, employees were granted several company-sanctioned beer-brakes a day. Culturally, in Germany, drinking while at work was considered the norm, however, in the US, the practice is shunned citing concerns of alcohol-related accidents and legal liability. While the cultural norm of the United States does not except drinking while at work, the DaimlerChrysler chairman, Jurgen Schrempp, had a bar installed at the office in the United States, to the amazement of his American colleagues. Schrempp's installation of the bar was not intended to offend the American counterpart, the effort was an attempt to simulate the chairman's European work environment (Bloomgarden, 1999)."

Tags:automaker, luxury, finance, german, european, marketing, communications, relativism

Abstract
The paper provides an outline of the Daimler-Benz and Chrysler companies' history. The paper looks at the state of both companies prior to the merger and analyzes the leadership shortcomings on both sides that led to the eventual sale of Chrysler to Cerberus Capital. The paper provides two graphs that show the stock market's reactions to the merger and eventual dissolution.

Outline:
History of the Participants: Differences and Similarities
Prior to the Merger Discussions
First Error: From-the-Top Decisions

From the Paper
"If you travel to Stuttgart, you'll find the three-pointed star everywhere, from the main train station to the engine works in Unterturkheim on the Neckar River. Long the largest employer in the Stuttgart region, Daimler-Benz was started by two brothers in 1886 to produce independent, gasoline-engined vehicles in small numbers. From the very beginning, the Daimler brothers created new technologies, such as planetary gearboxes, which advanced the overall auto industry, and were adopted by many of the major automobile manufacturers. As early as 1903, Daimler-Benz produced a lightweight, 35-hp car which could travel 55 miles per hour, which gave rise to an early participation in auto racing (Cyber, 2007)."

Tags:Mercedes, Schrempp, Eaton, culture, employees

Abstract
An analysis of the merger that took place between two car companies, Chrysler in the U.S.A. and Daimler-Benz in Germany. This paper looks at the concept of mergers and acquisitions generally, before using this specific example that took place to analyze the entire operation. The writer includes a look at the two companies at the time of the merger, the automobile industry in general, an analysis of the merger which took place and a review of its effects and results.

From the Paper
"In addition to manufacturing automobiles and light trucks, Chrysler also sold defense-related products to the American military. It divested its Gulf stream Aerospace (a manufacturer of corporate jets) in the early 1990s, and in 1997, received more than 96 percent of its revenues and 87 percent of its profits from its automotive sales (Levy, 1998, p. 532). Daimler-Benz, on the other hand, participated not only in the automotive industry, but also in aerospace, defense product and space systems. The company was also a significant participant in the Airbus consortium."

Tags:cars, acquisition, finance, industry, international, trade, companies

Abstract
This paper reveals that the DaimlerChrysler company held much potential in terms of synergies and cost-savings; the company could have benefited greatly from utilizing shared parts and vehicle platforms across its brands. However, the paper discusses how, rather than focusing on its potentialities, the company's leadership structure was plagued by internal resentments and jealousies between the two companies' executive staff, and the outcome was such that each of the former companies' brands suffered with Mercedes developing quality issues and Chrysler developing brand image concerns. However, the paper relates that following the breakup, Daimler's prospects appear much stronger than those of Chrysler which was purchased by a private investment firm, Cerberus, which now appears incapable of properly managing an automotive company.

From the Paper
"This document examines the characteristics and outcomes of the Daimler-Benz and Chrysler merger. The DaimlerChrysler company held much potential in terms of synergies and cost-savings. The company could have benefited greatly from utilizing shared parts and vehicle platforms across its brands. However, rather than focus on its potentialities, the company's leadership structure was plagued by internal resentments and jealousies between the two companies' executive staff. The outcome was such that each of the former companies' brands suffered with Mercedes..."

Tags:failed, daimler, chrysler

Abstract
Discusses challenges faced by both automotive companies for a successful merger. Impact on corporate culture. Day-to-day management at the combined organization. Makeup & situation of both companies at the time of the merger. Government subsidies to the automotive industry. Role of competition in the auto industry. What each company has to gain from the merger. Effect on Human Resources (HR). Internal structure. Union culture. Management of multinational organizations. Divesity programs.

From the Paper
"Introduction
In early 1998, Chrysler Corporation, one of the three leading American automakers, and Daimler-Benz, one of Germany's largest industrial companies (and a leading European car manufacturer), announced a planned merger. Mergers and acquisitions in the 1990s differed from those during the 1980s in that the emphasis had shifted on building stronger organizations in the latter decade while mergers and acquisitions during the 1980s focused on improving short-term profits for the acquiring company. The merger was, in part, the result of participating in a mature industry where expanding profit margins depended on expanding market share, and where globalization played an increasingly important role. The decision for Chrysler and Daimler-Benz to join forces was generally seen by analysts as a positive move for both ..."