The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
A presentation on the secondary study done by students of SP Jain center of management - Singapore & Dubai on the Daimler Chrysler partnership. - Jan 2008
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
A presentation on the secondary study done by students of SP Jain center of management - Singapore & Dubai on the Daimler Chrysler partnership. - Jan 2008
BOOK SUMMARY OF: Alfred Sloan\'s My Years With General Motorsrrsagar
You have seen the decline of GM. But are you familiar with its rise? General Motors was the company that invented the phrase \'professional management\'. The co on which Peter Drucker wrote his book on Corporations. The one book to be read on management, acc to Bill Gates. Now in a summary by Ravi Raj Sagar.
This is a presentation on mercedes-benz.It has the histrory of mercedes , why it became popular and who are the target audience of mercedes in india and their upcoming models in india.
Things to remember while upgrading the brakes of your carjennifermiller8137
Upgrading the brakes of your car? Keep these things in mind before doing so. Additionally, start using an OBD 2 GPS tracker so that you never miss a vehicle maintenance appointment. On top of this, a car GPS tracker will also let you master good driving habits that will let you increase the operational life of your car’s brakes.
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Core technology of Hyundai Motor Group's EV platform 'E-GMP'Hyundai Motor Group
What’s the force behind Hyundai Motor Group's EV performance and quality?
Maximized driving performance and quick charging time through high-density battery pack and fast charging technology and applicable to various vehicle types!
Discover more about Hyundai Motor Group’s EV platform ‘E-GMP’!
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
Comprehensive program for Agricultural Finance, the Automotive Sector, and Empowerment . We will define the full scope and provide a detailed two-week plan for identifying strategic partners in each area within Limpopo, including target areas.:
1. Agricultural : Supporting Primary and Secondary Agriculture
• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
2. Automotive Sector: Partnerships with Mechanics and Panel Beater Shops
• Scope: Develop collaborations with automotive service providers to improve service quality and business operations.
• Target Areas: Polokwane, Lephalale, Mokopane, Phalaborwa, and Bela-Bela.
3. Empowerment : Focusing on Women Empowerment
• Scope: Provide business support support and training to women-owned businesses, promoting economic inclusion.
• Target Areas: Polokwane, Thohoyandou, Musina, Burgersfort, and Louis Trichardt.
We will also prioritize Industrial Economic Zone areas and their priorities.
Sign up on https://profilesmes.online/welcome/
To be eligible:
1. You must have a registered business and operate in Limpopo
2. Generate revenue
3. Sectors : Agriculture ( primary and secondary) and Automative
Women and Youth are encouraged to apply even if you don't fall in those sectors.
Why Is Your BMW X3 Hood Not Responding To Release CommandsDart Auto
Experiencing difficulty opening your BMW X3's hood? This guide explores potential issues like mechanical obstruction, hood release mechanism failure, electrical problems, and emergency release malfunctions. Troubleshooting tips include basic checks, clearing obstructions, applying pressure, and using the emergency release.
What Exactly Is The Common Rail Direct Injection System & How Does It WorkMotor Cars International
Learn about Common Rail Direct Injection (CRDi) - the revolutionary technology that has made diesel engines more efficient. Explore its workings, advantages like enhanced fuel efficiency and increased power output, along with drawbacks such as complexity and higher initial cost. Compare CRDi with traditional diesel engines and discover why it's the preferred choice for modern engines.
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
IBS monitors and manages your BMW’s battery performance. If it malfunctions, you will have to deal with an array of electrical issues in your vehicle. Recognize warning signs like dimming headlights, frequent battery replacements, and electrical malfunctions to address potential IBS issues promptly.
Fleet management these days is next to impossible without connected vehicle solutions. Why? Well, fleet trackers and accompanying connected vehicle management solutions tend to offer quite a few hard-to-ignore benefits to fleet managers and businesses alike. Let’s check them out!
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
3. Daimler-Benz
Gottlieb Daimler, 1834-1900
1889 – Developed engines with
Wilhelm Maybach
1891 – Fredrick Simms Bought UK
patent rights to Daimler’s engine
1893 – Formed a company called ‘The
Daimler Motor Syndicate Ltd.’
1924 – Merged with Karl Benz’s Benz &
Cie to form Daimler-Benz. Built cars
under the name Mercedes-Benz.
4. Chrysler
Gottlieb Daimler, 1834-1900
1889 – Developed engines with Wilhelm Maybach
1891 – Fredrick Simms Bought UK patent rights to
Daimler’s engine
1893 – Formed a company called ‘The Daimler
Motor Syndicate Ltd.’
1924 – Merged with Karl Benz’s Benz & Cie to form
Daimler-Benz. Built cars under the name Mercedes-
Benz.
6. Figure 2. Porter’s 5 model, conducted to DC merger
January 12, 1998 Schrempp and Eaton met to discuss the possible merger
May 6, 1998 Merger agreement was signed in London
May 7, 1998 Merger agreement made public. Surprised the business community, including
the employees of Daimler Benz and Chrysler. Only 20 -30 managers were in
the “loop”
May 14, 1998 Daimler-Benz Supervisory Board OKs the merger
July 23, 1998 European Commission approved the merger
July 31, 1998 Federal Trade Commission approved the merger
August 6, 1998 DaimlerChrysler announced that their shares would trade as “global stock”
instead of ADRs
September 18, 1998 97% of Chrysler shareholders and 80% of Daimler-Benz shareholders
approved the merger
November 12, 1998 Merger completed
7. Reasons for mergers and acquisition:
Daimler-Benz’s motives:
Access to U.S market
Reduce cost of production
Fear of loosing their competitive
Chrysler’s motives:
Avoiding another crisis
Improve R&D department
Access to Europe market
8. Successes of DaimlerChrysler
• The largest Industrial Merger, Before 1998
• Increasing market Power
• Flexible Ways of Integration over two different
countries
9. SWOT analysis of DaimlerChrysler
Strengths
•Merger Combined two strong Companies
•A leader of innovation
•Strong Existing Products Brands
•Record Revenue and Increasing Market Shares
Weaknesses
•Combined two different Cultures
•Employees have been leaving at a high rate
•Harder to inspire Vision
10. Opportunities
•Quality and engineering Skills
•Distributions into key markets
•New distributions of networks
Threats
•Does not have corporate brand identity
•Competitors
•Behind in the research and marketing of hybrid
autos.
11. Opposite management thinking
•Millions spent on post-merger cultural sensitivity
workshops
•Rifts in business practice remained intact
•Workshops didn’t help in changing management
sentiment
•Authoritative Germans vs. Creative Americans
•German replaces an American as Chrysler’s president
DaimlerChrysler Failures
12. "The Merger of Equals statement was necessary
in order to earn the support of Chrysler's
workers and the American public, but it was
never reality”
-JuergenSchrempp
(DaimlerChrysler CEO )
13. Lack of governance
•Juergen Schrempp and Bob Eaton did not follow coordinated
course of action during transition phase
•Low level contact between the two top level management
guys
•The American dynamism faded under subtle German
pressure
•Chrysler started drifting into no man’s land
•It bled cash for almost an year, owing to mismanagement
14. Daimler-Benz’s Culture
Daimler saw itself as the foremost innovator of the automobile industry with a rich
engineering and quality heritage (see Figure 3).
15. Chrysler’s Culture
Chrysler was a trendsetter for new designs, short development times referring to its
organizational flexibility and a sense for market opportunities (see Figure 4)
Figure 2: Chrysler’s Cultural Web
16. The comparison of cultures
The major differences, that we have elaborated comparing these two companies are in
the below table 1.
17. Inability to Manage Cross-Culturally
•A potential issue that should not have been ignored was the strong
cultures and language barriers between the U.S. and Germany
•American business practices are very informal.
•In Germany they employ a rigid hierarchical corporate structure.
•Perceived benefits were never realized due to a lack of coordination,
and inability to manage across the two cultures with a central authority
18. Attempt to pick a middle spot
The Germans and the Americans
had been out of sync from the
start
Resistance to work together
DaimlerChrysler de-merger
MANAGING CULTURAL ISSUES
19. Daimler’s Strategic Position
•Focus on original strategic position
•Cars
•Trucks
Note : Sales increased by 12%
•Mercedes C class sold successfully
•Good strategic position after demerger
2006 2007 2008
Net Profit For
Mercerdes
3.8 4 1.4
0
1
2
3
4
5
EuroBillion Net Profit For Mercerdes
20. Was the Chrysler demerger
inevitable?
DaimlerChrysler’s view
•Chrysler loss US$ 1.8 billion in 2nd 2000 and will loss
US$2 billion in 2001
• Up-front costs for new models and offer discount to
clear stocks.
•Chrysler loss half Daimler Chrysler Group net profit
for 2001.
•Chrysler had loss of Euro 1 billion in 2003
•Takeover bid
21. Chrysler’s view
•Chrysler’s engineering functions.
•The key for surviving
-develop a new range of mid-size sedans,
develop hybrid and electric vehicles.
•Lacks resources and capabilities to operate as an
independent company
• Now rebuild the company.
•Cut cost and return to profitability quickly
23. Mercedes Future Strategy
Blind spot detection
Lane Keeping
Assistance
Night View
Attention Assistance
Monitor Road
Assistance
Mercedes Benz S400 hybrid
Features
24. Our recommendations
``a successful merger would require the two
companies to abandon their own business
cultures and create a new distinct one.”
Thomas Stallkamp
Former President of Chrysler