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Authors: Sanjib Dutta
Published by: IBS Center for Management Research
Published in: 2001
Length: 8 pages
Data source: Published sources

Abstract

This case gives an overview of the merger between Daimler-Benz of Germany and Chrysler Corp. of the US. The case focuses on the various problems faced by the merged entity. It also explores the reasons for DCX''s failure to realise the synergies identified prior to the merger. It examines the different culture and management styles of the companies that were primarily responsible for this failure. The case is intended for MBA/PGDBM level students as part of their Business Strategy curriculum. From the case, students are expected to understand why the Daimler-Chrysler merger failed to realise the synergies identified prior to the merger. Students are also expected to identify the issues that should be addressed for making a cross-cultural merger successful.
Location:
Industry:
Size:
Large
Other setting(s):
1998-2001

About

Abstract

This case gives an overview of the merger between Daimler-Benz of Germany and Chrysler Corp. of the US. The case focuses on the various problems faced by the merged entity. It also explores the reasons for DCX''s failure to realise the synergies identified prior to the merger. It examines the different culture and management styles of the companies that were primarily responsible for this failure. The case is intended for MBA/PGDBM level students as part of their Business Strategy curriculum. From the case, students are expected to understand why the Daimler-Chrysler merger failed to realise the synergies identified prior to the merger. Students are also expected to identify the issues that should be addressed for making a cross-cultural merger successful.

Settings

Location:
Industry:
Size:
Large
Other setting(s):
1998-2001

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