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Essay / Research Paper Abstract
This 4 page paper evaluates this international business merger. Various opinions are discussed in the context of this analysis.
Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: RT13_SA637CDB.rtf
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Unformatted sample text from the term paper:
corporate culture evolves and then come the cuts. The company does not need two of everything just as one pares down when one marries and two households come together. The
extra toaster gets thrown out. Similarly, with businesses, getting rid of excess adds to profitability and corporations want to do everything they can in order to increase revenues. The late
nineties saw the M & A trend die down a bit, but one merger stands out. It was a significant one as two major car manufacturers would become one. It
was perhaps characteristic of other huge mergers such as Time Warner and AOL. Still, the Chrysler and Daimler Benz merger during 1998 was quite risky ("DaimlerChrysler confronts," 2004). And in
the end, it failed, at least from an economic perspective. At the writing of the case study, the stock was worth less after the merger then before, all things considered
("DaimlerChrysler confronts," 2004). More specifically, in 2000 the combined share price was considered around $84 in November but was only in the $30s three years later (McHugh, 2003, p. G1).
The author suggests that when organizations become too large, they are not well focused, and this is in fact what might have happed to this merger ("DaimlerChrysler confronts," 2004).
Of course, in reviewing information about the company it seems that there is more occurring than what appears on the surface. The merger did not start off poorly. It was
thought to be a merger of equals ("DaimlerChrysler confronts," 2004). But cultural clashes would ensue and downsizing would occur ("DaimlerChrysler confronts," 2004). This is typical, but that does not provide
much comfort to the corporations experiencing the changes. It had been difficult for the new entity. But what caused the failure? Was it a corporate culture clash? Did it have
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