"Crafting a Vision at Daimler-Chrysler" Case Analysis Essay

788 Words Aug 9th, 2007 4 Pages
In reviewing this article it was observed that some employees were skeptical of the merger between Chrysler and Daimler-Benz. Daimler-Benz employees were proud of the elite image and were concerned about having that tarnished by another company. Chrysler employees voiced concerns about the addition of a foreign partner to one of America's auto manufacturers. Employees needed reassurance that this merger was going to be a success! In light of all the adversity both companies faced since announcing their plans to merge, how did they remain so steadfast in their commitment to pursuing this merger? What kept them believing this merger was a good deal that deserved a second look? To answer these questions I want to step back and discuss what I …show more content…
And must begin to think about having enough scale in the organization to take on major outsourcing and support projects on a global basis? They need to consider culture. How do they preserve what is best about the company and at the same time become quicker, more agile, and more customer-focused? We know that success will require a different kind of collaboration across divisions, units and functions. The legacy and people of Daimler-Chrysler are capable of doing and achieving and being so much more then what they are now. With Daimler-Chrysler this new strength and our market presence makes them a much more attractive partner. And with their combined market position, they will be able to engage the auto community in building the applications that will drive demand. They will have an incredibly powerful position at the high end of the auto market and gain access to new customers and markets. It is a rare opportunity when an auto company can advance its market position substantially and reduce its cost structure substantially at the same time and this is possible because Daimler-Benz and Chrysler are in the same businesses, pursuing the same strategies, in the same markets, with complementary capabilities. Now, some critics may say bigger doesn't necessarily mean better, and I agree. But it doesn't follow that bigger can't be better especially in an industry that is maturing. This is a merger of like businesses coming together, a merger of

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