Spanish language
Subject category:
Strategy and General Management
Published in:
2003
Length: 25 pages
Data source: Published sources
Abstract
This is a Spanish version. The merger of Daimler- Benz AG with Chrysler Corporation created one of the largest car companies in the world. Now, five years after the transaction, the merger is still an intensely debated subject. Did Schrempp make the right decisions at the right time? Did the merger pay off for the shareholders? Part (I) explains rationale and process of the merger. Part (II) covers post-merger integration structures and processes, management board structures as well as cultural issues. How to merge two different cultures - the traditional, disciplined quality-oriented German culture and the more flexible, decentralised marketing-oriented culture of Chrysler became a key issue. Furthermore, DaimlerChrysler decided to acquire a 34% stake in the financially troubled Mitsubishi Motors Corporation in Japan. Part (III) investigates the more recent history of the merger, especially Chrysler's problems in the US market. After some hesitation Schrempp appointed one of his key managers as CEO of Chrysler. The new CEO initiated a tough turnaround programme. The company's second major battleground - the turnaround of Mitsubishi Motors - is briefly reviewed.
About
Abstract
This is a Spanish version. The merger of Daimler- Benz AG with Chrysler Corporation created one of the largest car companies in the world. Now, five years after the transaction, the merger is still an intensely debated subject. Did Schrempp make the right decisions at the right time? Did the merger pay off for the shareholders? Part (I) explains rationale and process of the merger. Part (II) covers post-merger integration structures and processes, management board structures as well as cultural issues. How to merge two different cultures - the traditional, disciplined quality-oriented German culture and the more flexible, decentralised marketing-oriented culture of Chrysler became a key issue. Furthermore, DaimlerChrysler decided to acquire a 34% stake in the financially troubled Mitsubishi Motors Corporation in Japan. Part (III) investigates the more recent history of the merger, especially Chrysler's problems in the US market. After some hesitation Schrempp appointed one of his key managers as CEO of Chrysler. The new CEO initiated a tough turnaround programme. The company's second major battleground - the turnaround of Mitsubishi Motors - is briefly reviewed.