Abstract
This paper examines the challenges of managing a multinational organization. The author reviews the determination of cost-effectiveness. The paper evaluates the impact of the Daimler-Chrysler merger.

From the Paper
"When Chrysler Corporation and Daimler-Benz announced their merger in the late ..., it caused a stir in the automotive industry. Mergers and.acquisitions have occurred in many different industries particularly ..."

Tags:DaimlerChrysler, Chrysler, Daimler, mergers and acquisitions

Abstract
This paper discusses the impact of outsourcing, manufacturing and service on the market share of two companies, Daimler Chrysler and AOL Time Warner. The issues, how the companies responded to them, and outcomes are highlighted and analyzed in the paper.

From the Paper
"In recent years DC has increasingly outsourced manufacturing and service from in-house factory production. The manufacture of components has been decentralized on a global scale. For example, in FY DC outsourced ... million in the manufacture of components and in the company's call-center services to India and at the time projected an increase to some ... million. (Rathore Swarup) As of ... the company was outsourcing SUV components, manufacturing for three models the GL class the M-class premium SUV and the R-class SUV minivan crossover all of which were assembled at..."

Tags:DaimlerChrysler, outsourcing, AOLTimeWarner, outsourcing, market share

Abstract
This paper identifies and analyzes Daimler Chrysler's opportunities and threats. A short SWOT analysis is made and the influences of the company's external environment on its strengths and weaknesses is examined. The paper looks at inflation versus sales, and unemployment versus wages for the years 2003-007 in the analysis to show that productions sales will have to decrease and a cheaper labor force must be found in order for the company to avoid financial problems. According to the writer, the current situation of the automotive industry environment presents more threats than opportunities. The paper concludes with a recommendation that the company move its production facilities to China, India, or other Asian regions where the labor force is significantly cheaper. This paper contains tables.

From the Paper
"The automotive industry is influenced by a series of macroeconomic variables. The most significant impact is given by variables like: inflation, interest rates, productivity, employment and unemployment, consumer expenditures, public debt, personal disposable income, medium wages. In 2007, the following values were reported for most important macroeconomic variables: GDP - $13.84 trillion, GDP real growth rate - 2.2%, labor force - 153.1 million, unemployment rate - 4.6%, inflation rate - 2.9%, public debt - 60.8% of GDP."

Tags:dynamics global consolidation Ford Toyota, hydrogen fuel, hybrid

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
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
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
This paper looks at some of the reasons for the mergers and acquisitions within the automobile industry and the impact they have had on the industry. The paper then examines the benefits of the Daimler/Chrysler merger and how the strategy provided a positive impact on the resulting company.

From the Paper
"Throughout the history of business, mergers and acquisitions have been a fact of life. Whether they were conducted through a mutually agreed upon blending, or taken over with hostile measures a merger or acquisition involves two or more companies coming together and becoming one. Mergers provide many positive elements to the final company, but can also presents some difficulties in the way of power struggles, workforce numbers and final production goals."

Tags:blending, companies, financial, power, design, development, business, standards, emissions

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
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)

Tags:management, takeover, Kerkorian

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