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Crafting a Vision at Daimler-Chrysler

Brian Golden; Nicole Nolan

商品編號:9B02C006
出版日期:2003/02/27
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商品來源:Ivey
商品主題:Human Resource Management; International Business
商品類型:Case (Library)
涵蓋議題:Change Management;Mergers & Acquisitions;Leadership;Communications
難易度:4 - Undergraduate/MBA
內容長度:3 頁
地域:United States
產業:Transportation Equipment
事件年度:1998

Chrysler and Daimler-Benz shareholders approved the largest corporate merger in history. After months of talks, the chairman of the German-based Daimler-Benz management board and the chairman and chief executive officer of the U.S.-based Chrysler Corporation were preparing for when the two companies would officially combine forces to create the fifth largest automobile company in the world. These two managers were officially charged with the responsibility of amalgamating two enterprises that were vastly different from each other. Chrysler was known for its efficient production and economically priced vehicles. Daimler-Benz sold only luxury vehicles, and its reputation was based on craftsmanship, quality and safety. Chrysler executives were in the habit of limiting business expenses; Daimler-Benz executives were not. Between the two companies, there were huge discrepancies in cultures, market segments, product lines, salaries and attitudes. Aware of the excitement of their investors and the concern of their critics, the two leaders are expected to forge and promote the vision on which Daimler-Chrysler will base its future.

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