Planned Strategy By Chrysler Daimler That Failed

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What was the planned strategy at Daimler-Benz for Chrysler in 1998? In 1998 Daimler-Benz was looking for soul mate. 1998 is a year where US economy boom. Nevertheless, Daimler- Benz car captured less than 1% of the American market. Daimler –Benz production method is labor intensive and requiring twice as many workers per unit produced over Toyota Lexus division. Daimler-Benz recognized that it could benefit from an economy of scale in this capital intensive industry. Chrysler strength is in its annual profit of 2.8 billion, remarkable efficiency, low design cost and Extensive American dealership network. Chrysler is one of the most profitable car maker and very strong in sales of pickup trucks, sport utility vehicles (SUV) and minivans. While Daimler- Benz strength is in non comprising quality and Better Design technology. Daimler-Benz is well known over its luxury cars. The strategic plan was to merge this two different strength and advantages to produce bold design, better product quality and higher productivity by sharing designs and parts between them. The merge of equal between this two company with 442,000 employees and market capitalization of $100 billion would take advantage of synergy savings in retail sales, purchasing, distribution, product design and R&D, This were the strategies in 1998 where they predict that within 5 years, Daimler-Chrysler will be Among top three automotive car makers in the world. Question 2 In retrospect, Daimler-Benz’s plans for Chrysler seemed overoptimistic. What decision –making errors might Daimler-Benz have made in its evaluation of Chrysler? How might those errors have been avoided? Daimler- Chrysler top leaders spend millions of dollars to educate management team about cross culture changes and sensitivity. Unfortunately the gap between business practice and management sentiment remain unchanged. The

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