5 pages in length. The
much-heralded 1998 merger of Daimler-Benz and Chrysler has turned
into a head-on collision between German and American business
cultures. The focus of this paper is on the merger, the SWOT
analysis and what problems lay ahead for this company.
Bibliography lists 4 sources.
Name of Research Paper File: D0_JGAdmchr.rtf
Unformatted Sample Text from the Research Paper:
Gaining New Ground 04/2001 to Use This Paper Properly, INTRODUCTION The
much-heralded 1998 merger of Daimler-Benz and Chrysler has turned into a head-on collision between German and American business cultures, with the companys shareholders bearing the brunt of the impact. When
Daimler Benz merged with Chrysler three years ago, the stated intent was to "globalize" Daimlers German business model by merging it with Chryslers success driven corporate culture. As Daimler CEO
Jurgen Schrempp declared at the time, "Chrysler is lean and very fast in its decision making. Our aim is to take the best of both companies and leave the worst"
(16). This strategy appeared to make a lot of sense in 1998. The reality of early 2001 looks quite different (Richter 2001). ORGANIZATIONAL STRATEGIES Throughout the years, Chrysler
and Daimler-Benz have each demonstrated their individual capabilities to operate some of the nations most prosperous and marketable automobile manufacturing companies. However, there have been times when both makers
have lost their inherent public appeal, as well as the ability to pull themselves out of floundering sales and market plunges. The primary aspects of why such occurrences take
place have everything to do with management strategy, organizational characteristics, business processes and information systems -- four conditions of any successful operation that require constant maintenance. After assessing the two
companys individual approaches with regard to management strategy, organizational characteristics, business processes and information systems, it will naturally be determined which of the information systems models will be recommended over
the other, at which point these companies will gain a significant understanding of why that particular system was chosen and why (Anonymous 2000). Recognition of the foreign markets hold upon