Daimler-Benz, Europe's largest industrial company, merged with Chrysler, a US-based automaker, in 1998 in a stock-swap deal valued at $92 billion. The merger aimed to create a globally competitive automaker by combining Daimler-Benz's operations in passenger cars, commercial vehicles, aerospace, and other areas with Chrysler's car, minivan, SUV, and truck businesses. However, cultural and management differences between the German and American companies proved difficult to reconcile, and the merger failed to achieve many of its intended synergies. In 2007, DaimlerChrysler sold Chrysler to Cerberus Capital Management for $7.4 billion, ending the troubled merger
2. About Daimler-Benz
Europe’s Largest
Industrial Company
Employs 300,000 people
Operations in
Passenger Cars
Commercial Vehicles
Aerospace
Services
Directly Managed
Businesses (Rail,
Automotive Electronics
and Diesel Engines)
3. About Chrysler
US Based Company
Operations in
Cars
Minivans
Sport-utility vehicles
Trucks
“We produce cars and
trucks that people will
want to buy, will enjoy
driving and will want to
buy again”
4. Why the Merger?
For Chrysler- Merger or Perish
For Daimler-Benz- The Perfect Storm
Daimler not able to take advantage of the
booming US Economy
High costs for Daimler
Create a much larger globally based
enterprise to compete in major markets of
the world
5. The Deal
Total Shareholding-
Announced-6th of May Daimler Chrysler
1998
Merger of Equals
Market Cap -US $92
Daimler
Billion 43% Benz
Stock-swap Deal 57% Chrysler
6. Highlights of the Deal
Merger of Equals
Largest Industrial Merger
ever
Horizontal Merger
DaimlerChrysler- World
Leader in Transportation
Fifth Largest Company
World class products and
brands complement
each other
No plant closures or lay-
offs planned
7. Synergies
World Leader in Transportation
Revenue Enhancement
Minimum overlap in Markets and Customers
Complete Spectrum of Products
Lower Costs and Higher Productivity
Cheaper Labor
Exchange of Technology
Higher Bargaining Power
9. Diametrically 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
10. Mismanagement Galore!
quot;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”
- Juergen Schrempp
(DaimlerChrysler CEO )
11. 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
12. Cultural Differences
The merger can be described as a “marrying
up/marrying down” phenomenon
Employee bias was rampant in the merged
organization
Chrysler’s market share in Europe, before and
after merger – 2% !!
Chrysler and Daimler-Benz's brand images were
founded upon diametrically opposite premises
Brand bias added to the woes of the company
13. More problems
Daimler relied heavily on quality and Chrysler
inclined towards being cost-effective
Allegations of “fraud and deceit” on former
Daimler executives
Adding fuel to the fire was the closing out of
Chrysler’s Plymouth brand
14. Time to Call it off
Falling share price – Easy target for PE firms
Falling sales and huge losses owing to volatile US
auto industry
Synergies not working out to be as expected
Chrysler hell bent on producing “big” cars
DaimlerChrysler’s market cap in the recent years
was almost equal to what Daimler’s was before
the merger !!
15. Time to Call it off contd…
•In August 2007 the deal was finally called off
•Chrysler was sold to Cerberus Capital Management
•Daimler AG received $8.9 billion from the PE group
•Cerberus got 80.1% stake in Chrysler
•Daimler also paid $810 million for debt repayment of
DaimlerChrysler
16.
17. Thank You
Compiled by Students of SP Jain Center of Management – Singapore / Dubai,
data from secondary sources only.
Rohit Gadia
Saurabh Chube
Sunitha Sureshbabu
Viraj Parekh