merger ˘ Matej Blasko‚ Jeffry M. Netter*‚ Joseph F. Sinkey‚ Jr. Terry College of Business‚ University of Georgia‚ Athens‚ GA 30602-6253‚ USA Abstract Globalization is a buzzword in international finance and economics. On May 6‚ 1998‚ in London‚ Daimler-Benz of Germany signed a merger agreement with Chrysler Corporation of the United States. Using the DaimlerChrysler merger as a case study‚ this paper focuses on value creation and analysis of various issues in an international transaction. The market
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still remain. This cultural point has been analyzed with some relevant theories like collaboration/subjugation‚ merger syndrome‚ strategy for post merger outcomes (best of both)‚ The endgame theory and so on. Previous studies on Airfrance/KLM and Daimler/Chrysler‚ have enable us to have some
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Statement 6 Establishing Strategies 6 Bridging the Communication Gap 6 Cultural Differences 6 Branding 6 Organizational Structure 6 Who Owns Who 6 Implementing the Strategy 7 Conclusion 7 Case Background Daimler‚ a German car manufacturer‚ was the thirteenth-largest car manufacturer and second-largest truck manufacturer in the world. Chrysler on the other hand was one of the largest automobile companies in USA‚ North America‚ in particular. This case gives
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The DaimlerChrysler Post-Merger Integration The case ‘The ‘DaimlerChryler Post-Merger Integration’ gives an overview of the merger between DaimlerBenz AG of Germany and Chrysler Corporation of the US. The case focuses on the post-merger integration and the various problems faced by the merged entity. It also explores the enormous cultural differences and management styles and the problems to realize the synergies identified prior to the merger. Why did they decide to merge? At the time of
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enconomies of scale. The synergy would drive to product integration and ensure sharing of innovation‚ knowledge‚ technologies and ideas. At the time of the merger‚ Daimler Benz had close to 1% of the American Market‚ which Chrysler could aid them with this problem. Chrysler also wanted to enter into the European market‚ which Daimler Benz could help sell Chrysler products at their distribution centers in Europe. Mutually‚ the two companies expected to exploit on retail sales‚ purchasing‚ distribution
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CASE STUDY - “Daimler and Chrysler: lessons from a merger”. This case study is about the merger occurred in 1998 between two big companies in the auto industry: German company Daimler-Benz and American auto manufacturer Chrysler Group. At the end‚ this merger appeared to be a failure because of different types of problems. Chrysler benefited from Mercedes while benefits to Daimler were harder to find‚ so that Daimler decided to sell 80% of its stake in Chrysler for just 7.4 billion dollars.
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are: Merger combined two strong companies Daimler Benz was an aggressive firm‚ which was trying to employ every possible way to the market. On the other hand‚ Chrysler was a very cost-effective company and slow progress firm which believed in the production and flexibility of operation. Savings resulting from economies of scale It is been recognized that both companies could benefit each other in terms of production and operating costs. Daimler Benz required a large numbers of workforces and
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box. This arrangement‚ looks like the head and spine of the fish Drawing a Fishbone Diagram Spine Topic Name Effect Box Step 2 : Work out the major factors involved Next identify the factors that may contribute to the problem. Draw lines off the spine for each factor‚ and label it by way of brainstorming. They are the bones of the fish. Investigate the most likely causes further. Drawing a Fishbone Diagram Category 1 Category 2 Topic Name Category 3 Category 4
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Share on emailShare on printShare on linkedinShare on twitterShare on facebookMore Sharing Services Fishbone Diagram Background The Cause & Effect‚ or Fishbone Diagram‚ was first used by Dr. Kaoru Ishikawa of the University of Tokyo in 1943 - hence its frequent reference as a "Ishikawa Diagram". This diagram is used to identify all of the contributing root causes likely to be causing a problem. This methodology can be used on any type of problem‚ and can be tailored by the user to fit the
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FISHBONE DIAGRAM The cause-and-effect diagram was initially developed by Japanese quality expert Professor Kaoru Ishikawa. In fact‚ these diagrams are often called Ishikawa diagrams; they are also called fishbone charts for reasons that will become obvious when we look at an example. Cause-and-effect diagrams are usually constructed by a quality team. For example‚ the team might consist of service designers‚ production workers‚ inspectors‚ supervisors‚ quality engineers‚ managers‚ sales representatives
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