daimlerchrysler diapos

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    DaimlerChrysler:

    Corporate GovernanceDynamics in a GlobalCompany

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    Background of the DaimlerChrysler AGMerger

    In May1998

    The German car maker Daimler-Benz AG andAmericas third largest automobile company,Chrysler Corporation, signed a mergeragreement to build the worlds No. 5automaker.Jergen Schrempp, CEO of Daimler-Benz, and

    Robert Eaton, Chryslers then boss, saw alogical fit between the European luxury-carproducer and the American maker of sport-utility vehicles, minivans and medium-sizedvehicles. The complementing product and

    geographical match seemed to prepare themerged DaimlerChrysler AG for the futurecompetition in the automobile industry.

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    However

    1999-2001

    The Honda Odyssey came to rival theDodge Caravan, the Toyota Tundrathreatened the Dodge Ram, and SUVsfrom GM, Ford, Nissan and Toyotaattacked Jeep's market share.Chrysler responded with littleinnovations, and competitive pricereductions only began in Q2 2001. Itstraditional dominance in the SUV and

    light truck market had beenchallenged, and it had not adequatelyresponded.While Chrysler's managementlanguished, the market continued tofunction, and the industry left Chrysler

    in the dust.Owing to culture clash and a poorlyintegrated management structure,DaimlerChrysler was unable toaccomplish what its forbears took forgranted three years ago: profitable

    automotive production.

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    Labeling

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    Synthesising

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    Concluding

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    Current Situation

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    Corporate Governance

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    External Environment

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    Economical

    Their geographical department, and theirshared visions of making money madethem believe that money wasnt going to

    be a problem, that cars will sell bythemselves; but their economical problemswere bigger than what they thought.

    Their dividends dropped from 2.35 to 1.00

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    Industry Overall

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    Internal Environment

    Company Culture

    Mission: To continuously increaseDaimlerChrysler's technological edgeover itscompetitors by leading innovation anddevelopment in chosen core competenceareas.

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    Vision

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