[PDF] Press Release: CO2 Milestone Reached in the U.S.: Daimler Commercial Vehicles Impress During Extensive Test Drive
[http://www.lifepr.de?boxid=318564]
[PDF] Press release: President Obama at Daimler: US President visits production plant of US vehicle subsidiary Daimler Trucks North America in North Carolina
[http://www.lifepr.de?boxid=294640]
The document discusses the corporate social responsibility (CSR) activities of the DaimlerChrysler Group of Companies in South Africa. It highlights that the Group focuses its CSR efforts on areas like arts/culture/heritage, community development, education, environment, health, job creation, and sports development. The CSR program aims to contribute positively to South African society and aligns with the country's black economic empowerment goals.
Negotiations were occurring between Daimler and Chrysler in the late 1990s and mid-1980s. Chrysler had a dominant position in the minivan segment but faced increased competition. Its product portfolio was heavily reliant on trucks while it needed to reinforce its car segment. Daimler and Chrysler both saw advantages to a merger, with Daimler bringing innovative team building and a luxury brand and Chrysler contributing a competitive truck segment and cost-driven management. The strategic objective of a merger would be to become the number 3 automaker globally and maximize value for shareholders and stakeholders.
The document provides a history of Daimler-Benz and Chrysler, including their founding, brands, and operations. It then discusses their 1999 merger, reasons for the merger including expanding market share and reducing costs. However, the merger ultimately failed due to cultural clashes between the German and American companies and mismanagement. Key factors in the failure included differences in working styles and compensation between Eastern and Western cultures, a lack of due diligence assessing Chrysler's competitiveness, and the German managers not allowing American autonomy.
The document provides information about Chrysler, including:
1) It was founded in 1925 and is currently headquartered in Michigan.
2) It has faced challenges in recent decades from foreign competitors and changing market conditions but has launched new vehicle platforms and powertrains to improve fuel efficiency.
3) Its current CEO is Sergio Marchionne, and it aims to build desirable vehicles and maintain customer satisfaction through quality products.
Daimler and Chrysler merged in 1998 to become the fifth largest car producer. Daimler, founded in 1886, was known for luxury cars and commercial vehicles. Chrysler, founded in 1925, focused on affordable cars, trucks, and vans. The merger combined Daimler's technical innovation and financial power with Chrysler's broader product line. However, the companies also faced challenges from cultural differences and lagging presence in Asian markets. The new leadership would need to find ways to better integrate the management while expanding into new markets and customer segments.
The document discusses the failed merger between German automaker Daimler-Benz and American automaker Chrysler Corporation in 1998. It aimed to become the third largest car producer but faced challenges integrating their different organizational cultures. Daimler was known for precision engineering while Chrysler emphasized innovation and creativity. Cultural differences like decision-making styles, employee compensation, and work processes made integration difficult. The merger was hoped to generate synergies but ultimately failed due to an inability to reconcile the clashing cultures.
The document discusses the merger between Daimler and Chrysler. It provides background on both companies and analyzes their strengths, weaknesses, opportunities, and threats. It then details the merger process and outcomes. However, cultural clashes between the German and American companies, as well as poor strategic decisions, led the merger to ultimately fail to achieve its goals.
[PDF] Press release: President Obama at Daimler: US President visits production plant of US vehicle subsidiary Daimler Trucks North America in North Carolina
[http://www.lifepr.de?boxid=294640]
The document discusses the corporate social responsibility (CSR) activities of the DaimlerChrysler Group of Companies in South Africa. It highlights that the Group focuses its CSR efforts on areas like arts/culture/heritage, community development, education, environment, health, job creation, and sports development. The CSR program aims to contribute positively to South African society and aligns with the country's black economic empowerment goals.
Negotiations were occurring between Daimler and Chrysler in the late 1990s and mid-1980s. Chrysler had a dominant position in the minivan segment but faced increased competition. Its product portfolio was heavily reliant on trucks while it needed to reinforce its car segment. Daimler and Chrysler both saw advantages to a merger, with Daimler bringing innovative team building and a luxury brand and Chrysler contributing a competitive truck segment and cost-driven management. The strategic objective of a merger would be to become the number 3 automaker globally and maximize value for shareholders and stakeholders.
The document provides a history of Daimler-Benz and Chrysler, including their founding, brands, and operations. It then discusses their 1999 merger, reasons for the merger including expanding market share and reducing costs. However, the merger ultimately failed due to cultural clashes between the German and American companies and mismanagement. Key factors in the failure included differences in working styles and compensation between Eastern and Western cultures, a lack of due diligence assessing Chrysler's competitiveness, and the German managers not allowing American autonomy.
The document provides information about Chrysler, including:
1) It was founded in 1925 and is currently headquartered in Michigan.
2) It has faced challenges in recent decades from foreign competitors and changing market conditions but has launched new vehicle platforms and powertrains to improve fuel efficiency.
3) Its current CEO is Sergio Marchionne, and it aims to build desirable vehicles and maintain customer satisfaction through quality products.
Daimler and Chrysler merged in 1998 to become the fifth largest car producer. Daimler, founded in 1886, was known for luxury cars and commercial vehicles. Chrysler, founded in 1925, focused on affordable cars, trucks, and vans. The merger combined Daimler's technical innovation and financial power with Chrysler's broader product line. However, the companies also faced challenges from cultural differences and lagging presence in Asian markets. The new leadership would need to find ways to better integrate the management while expanding into new markets and customer segments.
The document discusses the failed merger between German automaker Daimler-Benz and American automaker Chrysler Corporation in 1998. It aimed to become the third largest car producer but faced challenges integrating their different organizational cultures. Daimler was known for precision engineering while Chrysler emphasized innovation and creativity. Cultural differences like decision-making styles, employee compensation, and work processes made integration difficult. The merger was hoped to generate synergies but ultimately failed due to an inability to reconcile the clashing cultures.
The document discusses the merger between Daimler and Chrysler. It provides background on both companies and analyzes their strengths, weaknesses, opportunities, and threats. It then details the merger process and outcomes. However, cultural clashes between the German and American companies, as well as poor strategic decisions, led the merger to ultimately fail to achieve its goals.
This document discusses a potential merger between Daimler-Benz AG and Chrysler. It provides an overview of Daimler, including its business segments, global presence, and financial performance. The document then outlines key points of negotiation for the deal, including exchange ratio, valuation, board reorganization, and executive compensation. Finally, it evaluates the potential benefits of the merger for Chrysler, such as complementing product offerings and combining operations.
This document summarizes a presentation about the merger between Daimler-Benz and Chrysler Corporation in 1998. The presentation covers the history of both companies, the merger process and motives, cultural differences that led to integration challenges, and an analysis of the merger's success and failure. While the merger created a large global automaker, cultural clashes between the German and American management styles proved difficult to reconcile and undermined the merger's long-term success.
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.
This document discusses several mergers and acquisitions in the automotive industry and some of the challenges they faced. It summarizes the Daimler-Chrysler merger in 1998 that created the world's third largest automaker but struggled with cultural differences between the German and American companies. Specifically, it highlights issues around leadership styles, decision-making processes, and national cultures that hindered realizing synergies from the merger. The document stresses the importance of integrating company cultures, having a clear strategic goal, understanding customer demands and markets, as well as involving employees in change execution to help mergers succeed.
The document compares the corporate social responsibility reports of ExxonMobil and BP for 2012. It discusses both companies' visions, introductions, questions asked in the reports, reporting guidelines used, stakeholders, environmental policies, challenges faced, positions on fracking and climate change, reporting on oil spills, and details on internal and external audits. BP's reporting history and adherence to GRI and IPIECA guidelines is also reviewed, as well as what issues they included in their report such as the Gulf of Mexico spill and energy future outlook.
Do Mergers Create Value - Analyzing Daimler Chrysler vivekmsk29
This document analyzes whether mergers create value in the automobile industry by examining the Daimler-Chrysler merger. It finds that while the merger led to short-term abnormal stock returns, long-term performance measures like return on equity remained below pre-merger levels. Cultural clashes between the German and American management styles also hampered integration. The merger ultimately failed to create value, with Daimler demerging from Chrysler in 2007. Large auto companies with legacy costs face integration challenges, suggesting international diversification and cross-border mergers may not effectively create shareholder value in this industry.
Daimler chrysler - a cultural mismatchManju Thomas
The Daimler-Chrysler merger in 1998 aimed to combine the German automaker Daimler-Benz with the American company Chrysler Corporation. However, the two companies had very different corporate cultures that clashed. Within 19 months, two American CEOs were replaced by German management, and Daimler-Benz tried to impose its culture onto Chrysler. This failure to integrate the cultures led to chaos at Chrysler and the merger ultimately failed to realize expected synergies. Cross-cultural mergers require recognizing differences, open communication, and developing a new shared culture rather than one culture dominating the other.
This document provides an overview of ExxonMobil, the world's largest publicly traded international oil and gas company. It discusses ExxonMobil's history and business portfolio, including its upstream, midstream, and downstream operations. The document also includes a PESTEL analysis, SWOT analysis, Porter's Five Forces analysis, and BCG matrix analysis of ExxonMobil's various business segments. Key points covered include ExxonMobil's strategic acquisitions and divestitures, joint ventures, resources and capabilities, and corporate strategy focused on its upstream business.
The document summarizes the 1998 merger between Exxon and Mobil corporations. It provides background on the two companies and the pre-deal discussions. The deal structure involved Mobil shareholders receiving 1.32015 Exxon shares for each Mobil share. Valuation analyses found the $74.1 billion price represented a premium but captured expected synergies of $2.8-$3.8 billion annually. The merger created the world's largest oil company and was expected to benefit from improved capital efficiency and complementary operations.
The partnership between BP and Reliance Industries comprises BP taking a 30% stake in 23 oil and gas production sharing contracts operated by Reliance in India. It also forms a 50:50 joint venture between the two companies for sourcing and marketing of gas in India and developing gas infrastructure. The partnership combines BP's deepwater exploration capabilities with Reliance's project management expertise. It will make them the largest private holder of exploration acreage in India.
Block Project - THE REAL Finished Draft Abram Edgar
ExxonMobil's key operations processes include exploration, extraction, refining, and distribution of oil and gas. In exploration, advanced technologies help ExxonMobil locate new sources of crude oil underground. Extraction involves drilling wells and pumping crude oil to the surface. Refining transforms crude oil into finished products like gasoline and diesel. ExxonMobil then distributes these products worldwide for consumer and commercial use. However, ExxonMobil faces challenges from declining oil prices, increasing environmental regulations, and global economic uncertainty that threaten its profitability.
The document summarizes the knowledge management strategies of DaimlerChrysler following the merger between Daimler-Benz and Chrysler. It discusses how Chrysler mapped knowledge into buckets and created technical clubs and an engineering book of knowledge. It also discusses how Daimler-Benz traditionally transferred knowledge through vocational training but lacked framework for innovation. The merger aimed to address overcapacity, changing markets, and rising costs. Knowledge collaboration between engineers from both companies helped integrate their work. A knowledge strategy was created to exchange knowledge nuggets between engineers. Post-merger integration and handling knowledge from two different environments are also discussed.
Lee Raymond will continue as CEO of Exxon Mobil, while Lou Noto of Mobil will become Vice President. Exxon and Mobil descended from Standard Oil, which was broken up in 1911. The merger combined Exxon, formerly Jersey Standard and Esso, with Mobil, formerly Socony and Vacuum, to gain synergies in operations, capital productivity, and technology. The Federal Trade Commission approved the merger with requirements that some gas stations and assets be divested. Exxon shareholders received 70% of the combined company while Mobil received 30% and a 15-25% premium, seen as fair value sharing. The market reacted positively to the value-creating merger.
Ford and GM A Comparison of 2 Fortune 500 CompaniesLeo de Sousa
This document compares Ford Motor Company and General Motors Corporation. It summarizes that through strategic decisions, Ford was able to survive the 2008 economic crisis without government assistance, while GM had to file for bankruptcy and be bailed out by the US and Canadian governments. The document then provides an abstract and introduction to each company, followed by chapters discussing their strategic planning, organizational structure, finances, social responsibility, and innovation approaches. It analyzes why Ford was successful in navigating the crisis while GM was not based on differences in these areas.
Shell is a large, multinational oil and gas company headquartered in The Netherlands. It operates in over 70 countries and focuses on exploration, extraction, refining and distribution of oil and natural gas. The document discusses Shell's approach to corporate social responsibility, which includes reducing its environmental impact through limiting greenhouse gas emissions, investing in carbon capture technology, and protecting air and water quality. It also discusses Shell's economic contributions through taxes and royalties paid to governments. The company aims to be a responsible corporate citizen through community investment programs in health, education and entrepreneurship where it operates.
Green trucks advanced transportation technologyMarcus 2012
This document discusses advancements in green truck technology that improve fuel efficiency and reduce emissions. It describes International Truck's Green Diesel Technology system that reduces emissions by 99% and has been used in buses. Stricter EPA regulations in 2007 will require ultra-low sulfur diesel fuel to enable advanced emissions controls. The 21st Century Truck Program aims to increase truck fuel economy and displace petroleum fuels. Alternative fuels and technologies discussed include natural gas, biodiesel, electric hybrids, and improving diesel efficiency through electric auxiliaries.
1) The document discusses GS Group, the 8th largest conglomerate in South Korea, and its subsidiary GS Caltex Corporation.
2) GS Caltex is a leading energy and petrochemical company, operating South Korea's largest oil refinery and petrochemical facilities.
3) The document outlines GS Caltex's history and growth, operations in South Korea and overseas, and its leading position in the South Korean lubricants market under its Kixx brand.
MBA thesis focusing on ExxonMobil's position in the oil and natural gas sector describing events and technology such as natural catastrophes, Russian joint ventures, fracking, and the possible fate of green energy.
This presentation provides an overview of Top Ships Inc. It summarizes the company's history growing its fleet from 7 vessels in 2004 to 33 vessels by 2006. Currently, Top Ships owns 6 new eco-efficient product tankers under construction with expected deliveries from 2015-2016, which have secured long-term charters upon delivery. The presentation notes that Top Ships stock currently trades at a substantial 72% discount to estimated net asset value and sees upside potential as vessel values appreciate. It highlights Top Ships' high specification eco-fleet, revenue visibility under long-term charters, and favorable market fundamentals in the tanker sector.
DaimlerChrysler: Post Merger News Case AnalysisKaran Jaidka
The document summarizes the merger between Daimler-Benz and Chrysler in 1998 to form DaimlerChrysler. It describes the opportunities identified from the merger, including increased sales, new markets, cost reductions, and economies of scale. However, integrating the two dynamic companies from different cultures proved challenging. While initial synergies were realized, cultural issues impaired further integration efforts. Financial problems emerged by 2000 as synergies did not materialize and sales declined. The merger highlights the difficulties of integrating two large companies from different countries and cultures.
The song encourages people to get on the "Jesus bus" to find friendship, love, and relief from life's burdens. It describes the bumpy ride of following Jesus but also finding welcome and a love that never ends. It suggests getting on the bus to put down one's heavy load and find community with others on the journey of faith.
This document discusses a potential merger between Daimler-Benz AG and Chrysler. It provides an overview of Daimler, including its business segments, global presence, and financial performance. The document then outlines key points of negotiation for the deal, including exchange ratio, valuation, board reorganization, and executive compensation. Finally, it evaluates the potential benefits of the merger for Chrysler, such as complementing product offerings and combining operations.
This document summarizes a presentation about the merger between Daimler-Benz and Chrysler Corporation in 1998. The presentation covers the history of both companies, the merger process and motives, cultural differences that led to integration challenges, and an analysis of the merger's success and failure. While the merger created a large global automaker, cultural clashes between the German and American management styles proved difficult to reconcile and undermined the merger's long-term success.
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.
This document discusses several mergers and acquisitions in the automotive industry and some of the challenges they faced. It summarizes the Daimler-Chrysler merger in 1998 that created the world's third largest automaker but struggled with cultural differences between the German and American companies. Specifically, it highlights issues around leadership styles, decision-making processes, and national cultures that hindered realizing synergies from the merger. The document stresses the importance of integrating company cultures, having a clear strategic goal, understanding customer demands and markets, as well as involving employees in change execution to help mergers succeed.
The document compares the corporate social responsibility reports of ExxonMobil and BP for 2012. It discusses both companies' visions, introductions, questions asked in the reports, reporting guidelines used, stakeholders, environmental policies, challenges faced, positions on fracking and climate change, reporting on oil spills, and details on internal and external audits. BP's reporting history and adherence to GRI and IPIECA guidelines is also reviewed, as well as what issues they included in their report such as the Gulf of Mexico spill and energy future outlook.
Do Mergers Create Value - Analyzing Daimler Chrysler vivekmsk29
This document analyzes whether mergers create value in the automobile industry by examining the Daimler-Chrysler merger. It finds that while the merger led to short-term abnormal stock returns, long-term performance measures like return on equity remained below pre-merger levels. Cultural clashes between the German and American management styles also hampered integration. The merger ultimately failed to create value, with Daimler demerging from Chrysler in 2007. Large auto companies with legacy costs face integration challenges, suggesting international diversification and cross-border mergers may not effectively create shareholder value in this industry.
Daimler chrysler - a cultural mismatchManju Thomas
The Daimler-Chrysler merger in 1998 aimed to combine the German automaker Daimler-Benz with the American company Chrysler Corporation. However, the two companies had very different corporate cultures that clashed. Within 19 months, two American CEOs were replaced by German management, and Daimler-Benz tried to impose its culture onto Chrysler. This failure to integrate the cultures led to chaos at Chrysler and the merger ultimately failed to realize expected synergies. Cross-cultural mergers require recognizing differences, open communication, and developing a new shared culture rather than one culture dominating the other.
This document provides an overview of ExxonMobil, the world's largest publicly traded international oil and gas company. It discusses ExxonMobil's history and business portfolio, including its upstream, midstream, and downstream operations. The document also includes a PESTEL analysis, SWOT analysis, Porter's Five Forces analysis, and BCG matrix analysis of ExxonMobil's various business segments. Key points covered include ExxonMobil's strategic acquisitions and divestitures, joint ventures, resources and capabilities, and corporate strategy focused on its upstream business.
The document summarizes the 1998 merger between Exxon and Mobil corporations. It provides background on the two companies and the pre-deal discussions. The deal structure involved Mobil shareholders receiving 1.32015 Exxon shares for each Mobil share. Valuation analyses found the $74.1 billion price represented a premium but captured expected synergies of $2.8-$3.8 billion annually. The merger created the world's largest oil company and was expected to benefit from improved capital efficiency and complementary operations.
The partnership between BP and Reliance Industries comprises BP taking a 30% stake in 23 oil and gas production sharing contracts operated by Reliance in India. It also forms a 50:50 joint venture between the two companies for sourcing and marketing of gas in India and developing gas infrastructure. The partnership combines BP's deepwater exploration capabilities with Reliance's project management expertise. It will make them the largest private holder of exploration acreage in India.
Block Project - THE REAL Finished Draft Abram Edgar
ExxonMobil's key operations processes include exploration, extraction, refining, and distribution of oil and gas. In exploration, advanced technologies help ExxonMobil locate new sources of crude oil underground. Extraction involves drilling wells and pumping crude oil to the surface. Refining transforms crude oil into finished products like gasoline and diesel. ExxonMobil then distributes these products worldwide for consumer and commercial use. However, ExxonMobil faces challenges from declining oil prices, increasing environmental regulations, and global economic uncertainty that threaten its profitability.
The document summarizes the knowledge management strategies of DaimlerChrysler following the merger between Daimler-Benz and Chrysler. It discusses how Chrysler mapped knowledge into buckets and created technical clubs and an engineering book of knowledge. It also discusses how Daimler-Benz traditionally transferred knowledge through vocational training but lacked framework for innovation. The merger aimed to address overcapacity, changing markets, and rising costs. Knowledge collaboration between engineers from both companies helped integrate their work. A knowledge strategy was created to exchange knowledge nuggets between engineers. Post-merger integration and handling knowledge from two different environments are also discussed.
Lee Raymond will continue as CEO of Exxon Mobil, while Lou Noto of Mobil will become Vice President. Exxon and Mobil descended from Standard Oil, which was broken up in 1911. The merger combined Exxon, formerly Jersey Standard and Esso, with Mobil, formerly Socony and Vacuum, to gain synergies in operations, capital productivity, and technology. The Federal Trade Commission approved the merger with requirements that some gas stations and assets be divested. Exxon shareholders received 70% of the combined company while Mobil received 30% and a 15-25% premium, seen as fair value sharing. The market reacted positively to the value-creating merger.
Ford and GM A Comparison of 2 Fortune 500 CompaniesLeo de Sousa
This document compares Ford Motor Company and General Motors Corporation. It summarizes that through strategic decisions, Ford was able to survive the 2008 economic crisis without government assistance, while GM had to file for bankruptcy and be bailed out by the US and Canadian governments. The document then provides an abstract and introduction to each company, followed by chapters discussing their strategic planning, organizational structure, finances, social responsibility, and innovation approaches. It analyzes why Ford was successful in navigating the crisis while GM was not based on differences in these areas.
Shell is a large, multinational oil and gas company headquartered in The Netherlands. It operates in over 70 countries and focuses on exploration, extraction, refining and distribution of oil and natural gas. The document discusses Shell's approach to corporate social responsibility, which includes reducing its environmental impact through limiting greenhouse gas emissions, investing in carbon capture technology, and protecting air and water quality. It also discusses Shell's economic contributions through taxes and royalties paid to governments. The company aims to be a responsible corporate citizen through community investment programs in health, education and entrepreneurship where it operates.
Green trucks advanced transportation technologyMarcus 2012
This document discusses advancements in green truck technology that improve fuel efficiency and reduce emissions. It describes International Truck's Green Diesel Technology system that reduces emissions by 99% and has been used in buses. Stricter EPA regulations in 2007 will require ultra-low sulfur diesel fuel to enable advanced emissions controls. The 21st Century Truck Program aims to increase truck fuel economy and displace petroleum fuels. Alternative fuels and technologies discussed include natural gas, biodiesel, electric hybrids, and improving diesel efficiency through electric auxiliaries.
1) The document discusses GS Group, the 8th largest conglomerate in South Korea, and its subsidiary GS Caltex Corporation.
2) GS Caltex is a leading energy and petrochemical company, operating South Korea's largest oil refinery and petrochemical facilities.
3) The document outlines GS Caltex's history and growth, operations in South Korea and overseas, and its leading position in the South Korean lubricants market under its Kixx brand.
MBA thesis focusing on ExxonMobil's position in the oil and natural gas sector describing events and technology such as natural catastrophes, Russian joint ventures, fracking, and the possible fate of green energy.
This presentation provides an overview of Top Ships Inc. It summarizes the company's history growing its fleet from 7 vessels in 2004 to 33 vessels by 2006. Currently, Top Ships owns 6 new eco-efficient product tankers under construction with expected deliveries from 2015-2016, which have secured long-term charters upon delivery. The presentation notes that Top Ships stock currently trades at a substantial 72% discount to estimated net asset value and sees upside potential as vessel values appreciate. It highlights Top Ships' high specification eco-fleet, revenue visibility under long-term charters, and favorable market fundamentals in the tanker sector.
DaimlerChrysler: Post Merger News Case AnalysisKaran Jaidka
The document summarizes the merger between Daimler-Benz and Chrysler in 1998 to form DaimlerChrysler. It describes the opportunities identified from the merger, including increased sales, new markets, cost reductions, and economies of scale. However, integrating the two dynamic companies from different cultures proved challenging. While initial synergies were realized, cultural issues impaired further integration efforts. Financial problems emerged by 2000 as synergies did not materialize and sales declined. The merger highlights the difficulties of integrating two large companies from different countries and cultures.
The song encourages people to get on the "Jesus bus" to find friendship, love, and relief from life's burdens. It describes the bumpy ride of following Jesus but also finding welcome and a love that never ends. It suggests getting on the bus to put down one's heavy load and find community with others on the journey of faith.
24/Seven Why Candy Culture Fell in Love with Social MediaFlightpath Inc
This document summarizes why candy companies have embraced social media. It outlines 7 key reasons: 1) People are passionate about candy brands and social media allows them to express this passion. 2) Candy has strong seasonal ties that align with social media themes. 3) Candy and social media both provide feel-good experiences. 4) Moms are influential social media users. 5) Social media enables social shopping and recommendations. 6) Apps and games lower barriers to trying new candy. 7) Brands like Skittles have millions of social media fans, representing significant growth opportunities.
Murals were painted on the side of a school depicting pictures from atop a hill including the church in the center of town. Traditional dancing was shown along with some less traditional forms of dancing in the murals.
This poem celebrates the beauty of a new morning. It describes the morning as being like the first morning with the blackbird singing like the first bird. It praises the singing and the morning that springs fresh from the Word. The sweet rain falls like the first dew on the first grass, and praises the completeness of the garden where God walks. The poem expresses that the sunlight and morning are ours, born of the one light, and praises with elation God's recreation of each new day.
BMW will focus its 2010 motorsport programme on production car racing like GT and touring cars, continuing its junior driver development programmes, and expanding its customer racing offerings with a new BMW Z4 GT3 car. BMW will contest races in the WTCC and ALMS with drivers like Priaulx and Farfus, enter the M3 GT2 in classics like the 24 Hours of Le Mans and Spa, and continue supporting Formula BMW Europe and Pacific. Customer and factory-backed teams will campaign BMW cars at various GT events and classics, with a focus on the 24 Hours of Nürburgring.
The document is a song lyric that describes how all animals have a place and role in a choir of nature. It notes that some animals sing low notes, some sing higher, and some just clap or make noises. It then provides examples of different animals and the sounds they make, such as bullfrogs croaking, hippopotamuses moaning, dogs and cats singing middle notes, and birds singing high melodies. The song emphasizes that every creature has its own way of contributing to the music of nature.
This document provides a summary of an English exam for 7th grade students covering various grammar and language concepts. The exam is divided into multiple sections testing synonyms and antonyms, the Dewey Decimal system for cataloguing subjects, subject-verb agreement, pronoun cases, and simple past tense verbs. It contains 55 total questions across these sections for students to demonstrate their understanding of essential English grammar and language rules.
This 3 sentence hymn welcomes Jesus and expresses that the singers are gathered in his name. It repeats the phrase "Jesu, tawa pano" which welcomes Jesus and states he is present. The writers and copyright information for the hymn is also included.
AAP's Janlokpal is weaker than Central Govt's LokpalShivendra Chauhan
The document highlights key differences between the central Lokpal bill and the AAP's proposed Jan Lokpal bill for Delhi. Some key differences include:
1) The composition and experience requirements of the selection committees that appoint Lokpal members differ, with the AAP bill potentially favoring those with legal experience or ties to AAP.
2) The AAP bill excludes MLAs of Delhi and NGOs from the Lokpal's jurisdiction, while the central bill includes them.
3) Provisions around frivolous complaints, repeal of existing laws, reporting structures, and prosecution powers are less stringent or clear in the AAP bill compared to the central bill.
[PDF] Press Release: Well-received: 500,000th Freightliner Truck Handed Over to Customer as It Rolls Off the Production Line
[http://www.lifepr.de?boxid=357467]
Mercedes car production China crosses 500,000 - Press ReleaseRushLane
The 500,000th locally produced Mercedes-Benz passenger car, an all-new long-wheelbase C-Class model, has rolled off the production lines at Daimler’s Sino-German production joint-venture Beijing Benz Automotive Co., Ltd. (BBAC), marking yet another milestone in Mercedes-Benz’s increasing local footprint in China.
BharatBenz trucks are not available in BS-IV versions across the range (9-49 tonne GVW). DICV has also announced that bus sales will start in September.
Daimler and Renault-Nissan Alliance Break Ground for New Joint-Venture Plant ...RushLane
Daimler and the Renault-Nissan Alliance today broke ground for their joint-venture manufacturing complex, COMPAS (Cooperation Manufacturing Plant Aguascalientes), in Aguascalientes in central Mexico, which will build next-generation premium compact vehicles for the brands Mercedes-Benz and Infiniti.
General Motors is one of the largest automakers in the world. It was founded in 1908 and has a history of acquiring other brands like Chevrolet, Buick, GMC and more. The document provides an overview of GM's history, mission, vision, strategic objectives and products. It discusses key dates and details about brands like Chevrolet, Buick and GMC. The strategic analysis also includes sections on financials, SWOT analysis, recommendations and conclusions.
Daimler India Commercial Vehicles launched its new generation of BharatBenz medium duty trucks called MD IN-POWER. The new range includes four models - 914R, 1214R, 1214RE, and 1217C - available in base and premium variants. Key features of the new trucks include multi-drive mode, improved payload and fuel efficiency, higher service intervals, and enhanced comfort. Daimler aims to leverage the new trucks to capitalize on expected growth in India's medium duty truck segment.
This document summarizes a newsletter from Great Dane Trailers that discusses various topics related to the transportation industry:
- The future of transportation technology including autonomous trucks and innovative trailer designs.
- An increasing trend of flatbed carriers switching to aluminum trailers due to benefits like increased payload and reduced corrosion.
- A case study of a carrier that specs Great Dane trailers to benefit their customers, drivers, and fleet through features that improve efficiency.
- Another case study of a refrigerated truck body manufacturer that found their unit was a perfect fit for a Great Dane trailer body.
- An overview of changes in a grocery company's trailer fleet over 85 years as their transportation needs evolved.
General Motors Corporation (GM) is the world's largest automaker, employing 284,000 people worldwide. Headquartered in Detroit, GM manufactures vehicles under brands like Chevrolet, Buick, GMC, Cadillac, and more. In 2006, GM sold over 9 million vehicles globally. While once dominant in the US, GM has faced declining market share since the 1970s from increased competition. GM operates in over 33 countries and has partnerships with other automakers. The company aims to strengthen brands like Chevrolet and Cadillac. One recommendation is for GM to further penetrate the large Chinese market to regain customers and reputation.
- General Motors is a large multinational automaker founded in 1908 that currently employs 266,000 people worldwide and sells vehicles in over 200 countries. However, falling car sales and increased competition have created problems for the company.
- A SWOT analysis identified strengths like brand recognition but also weaknesses such as a decline in market share and high costs. Opportunities include focusing on more fuel-efficient vehicles, but threats include intense competition and volatility in fuel prices.
- Proposed changes to the marketing mix include cutting brands to focus on Cadillac and Chevrolet, launching more fuel-efficient vehicles, adjusting pricing to be more rational, reducing dealerships to 3,000, and promoting a "green" image to
Daimler renault nissan commence construction of plant in mexicosteeringnews
Daimler and Renault-Nissan Alliance broke ground for a new joint venture plant in Aguascalientes, Mexico to build premium compact vehicles for Mercedes-Benz and Infiniti. The plant, called COMPAS, will have an initial annual production capacity of over 230,000 vehicles and create around 3,600 jobs. Production of Infiniti vehicles is scheduled to begin in 2017 while Mercedes-Benz production will start in 2018. The partners are investing $1 billion in the new plant.
CALSTART Van Amburg Mobility 2030 8 18 09 FinalCALSTART
CALSTART's senior VP Bill Van Amburg presented at Mobility 2030: Transportation Technologies & Lifestyles of the Future, San Francisco, CA August 18, 2009
GLA's technology applies hydrogen production to diesel engines to dramatically reduce fuel usage and emissions. It works by splitting water into hydrogen and oxygen gases, which are then injected into the engine intake manifold. GLA has developed a plug-and-play system for large diesel applications that is reliable with low maintenance. The company is seeking funding to establish safety standards, pursue regulatory compliance, and expand marketing to realize the technology's potential for reducing emissions on a large scale.
Daimler Trucks has six global truck brands that enable it to offer tailored solutions worldwide. The brands include Mercedes-Benz in Europe/Latin America, Freightliner, Sterling, and Western Star in North America, Mitsubishi Fuso in Asia, and Thomas Built Buses, the leading school bus manufacturer in North America. The brands provide reliable solutions for transport and distribution with a focus on quality, efficiency, technology, safety and customer service to meet the needs of customers around the world.
Gray & Adams is a leading designer and manufacturer of refrigerated vehicles and trailers with over 50 years of experience. They have a wide range of high quality products including semi-trailers, rigid bodies, refrigerated storage, and panel van conversions. Gray & Adams prides itself on superior build quality, unique custom specifications, and environmental innovations to reduce fuel consumption and noise.
The document discusses the automotive industry in the Greater Toronto Area (GTA). It notes that there are six major assembly plants located in the GTA operated by automotive manufacturers like General Motors, Ford, and DaimlerChrysler. It also mentions that over 700 parts manufacturers and 50,000 industry workers are located in the GTA automotive cluster.
The document discusses Fiat Chrysler Automobiles' commitment to sustainability. It summarizes that FCA has become the 7th largest automaker in the world through the integration of Fiat and Chrysler. It is committed to sustainability through initiatives like reducing emissions and increasing efficiency of its products and manufacturing processes. FCA aims to be a leader in developing innovative and sustainable mobility solutions.
Global Delivery Direct, Inc. Company Profile Welcome.docxwhittemorelucilla
Global Delivery Direct, Inc.
Company Profile
Welcome to Global Delivery Direct!
The assessment projects for this class course will examine different facets of the
leadership of Global Delivery Direct, Inc. (GDD) and students will be exploring various
scenarios and providing analysis and recommendations from the perspective of a
leadership consultant. Each project has been carefully designed to provide students
with opportunities to demonstrate mastery of various leadership concepts which have
been presented in the classroom (both in the face-to- face and online discussions). The
projects focus on the following areas:
In project 1, students will demonstrate an understanding of the broad role of a leader
within an organization.
In project 2, students are expected to apply course concepts and materials to
provide real-world leadership skills with respect to personnel development.
In project 3, students will present their analysis and recommendations that
demonstrate their ability to create a report that examines ways a leader blends their
social architect role with soft skills and business acumen to fix the problems of a
failing business merger.
Global Delivery Direct, Inc.
History
Package
https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjSp-Oe66jNAhWBOiYKHYERDqsQjRwIBw&url=https://www.spreadshirt.com/deliver%2Bt-shirts&bvm=bv.124272578,d.dmo&psig=AFQjCNH9vzxU8Qz2ThAANkOkhzkJzQGY6w&ust=1466038965682413
GDD is a medium sized global delivery organization that started in 1968 in Norfolk,
England when four classmates at the London School of Economics, Joseph Knoll
Windsor, Giles Hartford Weatherspoon, III, John Smyth Heathering, and (the American)
Andrew Rockfish banded together to make their fortune. The then very young men
found what they saw as a great opportunity in the decision of the Royal Air Force to
auction off retired war airplanes. Having met in the school flying club, the men decided
to invest together in the purchase of three retired British WWII cargo planes. The
partners repaired the planes with the help of a retired pilot friend. Repainted white, the
planes with their distinctive winged box design displayed on the tail engaged clientele
worldwide.
Starting small, the ex-pilots took jobs wherever they could find them using their parents’
military contacts to enlarge the business. Soon they had several regular customers,
Europe and America. As the company grew, the four pilots decided to expand from just
small parcels to a mail and document delivery service as well. They took the European
market by storm with their introduction of the 2-day turnaround from Britain to the US
East Coast. Encouraged by the growth, and anxious to return home, Andrew Rockfish
decided with the consent of the others to expand the service to America in the hopes
that it would draw a larger customer base from the new multi-national comp ...
The document summarizes a proposed rulemaking by the National Highway Traffic Safety Administration (NHTSA) and Environmental Protection Agency (EPA) to establish fuel efficiency and greenhouse gas standards for medium and heavy-duty vehicles from 2014-2018. It overviews the background and drivers for the proposal, key elements like covered vehicles and proposed reductions, a modeling tool to assess compliance, and estimated costs and benefits including reduced fuel consumption and emissions. Next steps outlined are public hearings and a planned final rule in July 2011.
The document discusses the merger between Daimler and Chrysler, highlighting some key reasons for the merger and challenges that arose. It then provides an overview of each company's background and profiles prior to the merger. Finally, it analyzes the performance of the merged company over time and identifies some key reasons for its failure, including cultural clashes between the German and American companies.
[pdf]Press release : The BMW Group at the UN Climate Change Conference in Copenhagen (COP 15): taking responsibility - implementing sustainability
[http://www.lifepr.de?boxid=135676]
Similar to DTNA - Evolution of Efficiency Tour_E.pdf (20)
[PDF] Pressemitteilung:Verantwortungsvolle Investitionen in Landwirtschaft sind im Kampf gegen den Hunger entscheidend
[http://www.lifepr.de?boxid=381282]
1. Contact: Tel.:
Raimund Grammer +49 (0)711-17-53058 Press release
Katja Bott +49 (0)711-17-84020
Date:
May 31, 2012
CO2 Milestone Reached in the U.S.:
Daimler Commercial Vehicles Impress
During Extensive Test Drive
• New Freightliner Cascadia Evolution:
Up to 7 percent less fuel consumption
• Daimler’s US truck brand Freightliner is leading in
terms of Greenhouse Gas 2014 (GHG14) regulations
• A glimpse of the future: Cascadia technology platform
reaches outstanding fuel consumption of 10.67 miles
per gallon (22 l/100 km)
• Successful long-distance test run with natural gas truck
Stuttgart / Washington D.C., U.S. – Daimler’s U.S. commercial vehicle
subsidiary Daimler Trucks North America (DTNA) once again demonstrates
its innovative strength in the field of environmentally friendly technologies:
In Washington D.C. – in the presence of U.S. government representatives
and the U.S. Secretary of Transportation Ray LaHood – DTNA CEO Martin
Daum presented the new heavy-duty truck Freightliner Cascadia Evolution,
which will become available on the U.S. market starting next year. When
compared to the current model (EPA 10 Cascadia), the new truck consumes
up to 7 percent less fuel.
These fuel savings were confirmed by an independent agency (Automotive
Testing and Development Services) in the course of a one-week drive across
the U.S. under real-life conditions. The 2,400-mile (almost 4,000 km) route
led from San Diego, California, to Gastonia, North Carolina. During the test,
Daimler Communications, 70546 Stuttgart/Germany
2. the two heavy-duty semitrailer trucks – weighing approximately 34 tons or Page 2
76,000 lbs. each – traveled at an average speed of 62 mph (around 100
km/h).
According to Martin Daum, two key factors led to the positive result of this
Evolution of Efficiency Tour: “The tremendous fuel savings of the new
Freightliner Cascadia are primarily due to the new Detroit DD15 engine as
well as the aerodynamic measures. The fuel efficiency drive was a unique
opportunity for us to conduct a test under real-life conditions of our latest
technologies and the tremendous fuel saving potential they offer to our
customers.”
The DD15 engine of the Detroit brand, which is part of Daimler, is a
turbocharged inline six-cylinder engine with 14.6 liters of displacement. As
with all Detroit engines, it is equipped with Daimler BlueTec technology,
which reduces emissions to near-zero levels and even falls below the EPA 10
emissions standard for the NAFTA region (comparable to Euro VI).
Freightliner trucks comply with Greenhouse Gas 2014 regulations
Already at the beginning of this year, the Environmental Protection Agency
(EPA) certified the Daimler commercial vehicles subsidiary’s complete
portfolio of long-distance trucks, medium-duty trucks, and vocational
vehicles of the Freightliner and Western Star brands as fully compliant
with the Greenhouse Gas 2014 (GHG14) regulations.
This means that DTNA is leading in the U.S. commercial vehicles industry.
The company already meets the standards set by the EPA and the National
Highway Traffic Safety Administration (NHTSA), which will not go into effect
until the beginning of 2014. These regulations aim to permanently reduce
Daimler Communications, 70546 Stuttgart/Germany
3. the green-house gas emissions of heavy- and medium-duty trucks. The EPA Page 3
believes that through the new GHG14 regulations, trucks and buses of the
model years 2014 through 2018 are projected to reduce oil consumption by
530 million barrels and greenhouse gas emissions by 270 million metric
tons.
A glimpse of the future: Freightliner Cascadia technology
carrier measured with 10.67 miles per gallon
During a test drive with a technology carrier at the proving grounds in
Uvalde, Texas, DTNA demonstrated that the fuel consumption of a heavy-
duty semitrailer truck can be reduced even further through ideal airflow
and additional technical fine-tuning.
For the test drive, the new Freightliner Cascadia Evolution was equipped
with a Detroit DT12 automated transmission, low rolling-resistance wide-
base tires, and a trailer specifically designed by DTNA with aerodynamic
aspects in mind. This technically and aerodynamically optimized
combination of a tractor and a trailer (total weight: approximately 34 tons)
traveled exactly 1,000 miles at an average speed of 60 mph (97 km/h). The
resulting fuel consumption was 10.67 miles per gallon, or approximately 22
liters per 100 km.
Shaping Future Transportation: 2,700-mile test run with CNG truck
DTNA presented another impressive test result in the area of alternative
drive systems. For the first time, a natural gas-fueled Freightliner Cascadia
completed a tour from San Diego to Washington D.C. (approximately 2,700
miles), interrupted only by refueling stops every 350 to 500 miles. The CNG
truck (CNG = compressed natural gas) only used public gas stations to
Daimler Communications, 70546 Stuttgart/Germany
4. refuel, thus impressively demonstrating that alternative drive technologies Page 4
represent a real alternative even today. In light of this success, Daum
promised that DTNA will keep pushing forward in the field of alternative
drive systems and continue to cooperate closely with government agencies
and form strategic alliances with other economic sectors. “We want to live
up to our leadership position by promoting environmentally friendly,
resource-conserving, and sustainable transportation solutions,” he said.
Daimler Trucks and Daimler Buses have been pressing ahead with the
development of environmentally friendly technologies since 2007. The
leading commercial vehicle manufacturer consolidates these activities in its
worldwide “Shaping Future Transportation” initiative, which aims to turn the
zero-emission commercial vehicle of tomorrow into reality through efficient
and clean drive systems and alternative fuels. The initiative involves the
sparing use of resources and the reduction of emissions of every kind, while
guaranteeing maximum traffic safety.
About Daimler Trucks North America
Daimler Trucks North America LLC, with headquarters in Portland, Oregon,
is the leading medium- and heavy-duty truck manufacturer in North America.
Daimler Trucks North America – a Daimler company – produces and
markets Class 4 - 8 vehicles under the Freightliner, Western Star, and
Thomas Built Buses nameplates.
Further information from Daimler can be found on the Internet at
www.media.daimler.com
Daimler Communications, 70546 Stuttgart/Germany
5. Page 5
About Daimler
Daimler AG is one of the world’s most successful automotive companies. With its divisions Mercedes-
Benz Cars, Daimler Trucks, Mercedes-Benz Vans, Daimler Buses and Daimler Financial Services, the
Daimler Group is one of the biggest producers of premium cars and the world’s biggest manufacturer of
commercial vehicles with a global reach. Daimler Financial Services provides financing, leasing, fleet
management, insurance and innovative mobility services.The company’s founders, Gottlieb Daimler and
Carl Benz, made history with the invention of the automobile in the year 1886. As a pioneer of
automotive engineering, Daimler continues to shape the future of mobility today: The Group’s focus is
on innovative and green technologies as well as on safe and superior automobiles that appeal to and
fascinate its customers. For many years now, Daimler has been investing continually in the development
of alternative drive systems with the goal of making emission-free driving possible in the long term. So
in addition to vehicles with hybrid drive, Daimler now has the broadest range of locally emission-free
electric vehicles powered by batteries and fuel cells. This is just one example of how Daimler willingly
accepts the challenge of meeting its responsibility towards society and the environment. Daimler sells
its vehicles and services in nearly all the countries of the world and has production facilities on five
continents. Its current brand portfolio includes, in addition to the world’s most valuable premium
automotive brand, Mercedes-Benz, the brands smart, Maybach, Freightliner, Western Star, BharatBenz,
Fuso, Setra, Orion and Thomas Built Buses. The company is listed on the stock exchanges of Frankfurt
and Stuttgart (stock exchange symbol DAI). In 2011, the Group sold 2.1 million vehicles and employed a
workforce of more than 271,000 people; revenue totaled €106.5 billion and EBIT amounted to €8.8
billion.
Daimler Communications, 70546 Stuttgart/Germany