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Essay / Research Paper Abstract
Daimler-Benz had many challenges in 1991. This 3 page paper considers how Daimler-Benz has dealt with the strengths weaknesses opportunities and threats it faced in 1991, and how it has developed since including the acquisition of Chrysler to make DaimlerChrysler. The bibliography cites 4 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEdbenz1.rtf
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Unformatted sample text from the term paper:
been followed with some interesting variations. There were strengths such as good financial backing and the strength of the models, but there were also high financial overheads, a lack of
presence in some of the smaller markets and increasing competition in the traditional Mercedes market. There have been several moves that reflect some of the issues outlined. One of
the major moves has been the merger between Daimler Benz and Chrysler with the company not called DaimlerChrysler. In 1998 the Chrysler group was acquired by Daimler-Benz for $37 million
(Ostle, 2001). In making this acquisition there were a range of potential benefits that could be gained by Daimler-Benz that reflect the general philosophy behind mergers. The main idea is
that the total of the combined entity will be greater than the sum of its parts that existed before the merger. It can be
argued that the management of Daimler-Benz saw what they wanted to see, and did not listen to the advice from around them. The potential profit that was seen in the
profit figures from Chrysler were too big and too tempting (Ostle, 2001). All that was seen at the time was that the company was selling 3.2 million cars with a
profit margin off $1,600 per car and producing an operating profit of $5.1 billion (Ostle, 2001). Although these figures looked good what was not seen was that the strategic
timing of the deal was very bad, and that the sales were already in a downward trend where the perceived attractiveness of the Chrysler cars was also declining (Ostle,
2001). This gave Daimler Benz immediate access to more market and a new range of models as well as the ability to compete with many of the existing competitors that
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