Daimler-Chrysler Merger: A Cultural Mismatch?

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:


Case Code : BSTR009 For delivery in electronic format: Rs. 300 ;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges


Mergers Acquisition and Takeovers
Case Length : 7 Pages
Period : 1998-2001
Pub. Date : 2001
Teaching Note : Available
Organization : Daimler Benz Chrysler Corporation
Industry : Automobile & Automotive
Countries : India, North America, Europe


The case 'Daimler-Chrysler Merger - A Cultural Mismatch' gives an overview of the merger between Daimler-Benz of Germany and Chrysler Corp. of the US. The case focuses on the various problems faced by the merged entity. It also explores the reasons for DCX's failure to realize the synergies identified prior to the merger. It examines the different culture and management styles of the companies that were primarily responsible for this failure. The case is intended for MBA/PGDBM level students as part of their Business Strategy curriculum. From the case, students are expected to understand why the Daimler-Chrysler merger failed to realize the synergies identified prior to the merger. Students are also expected to identify the issues that should be addressed for making a cross-cultural merger successful.


Cross-cultural Merger


  Page No.
Introduction 1
Clash of Cultures 2
Attempts to Bridge the Chasm 3
Daimler's Hegemony 3
DCX in Trouble 4
Why the Merger Failed to Realize the Synergies 5
Exhibits 6


Daimler-Chrysler Merger - A Cultural Mismatch, merger, Daimler-Benz, Germany , Chrysler Corp., US, DCX, synergies, culture, management styles, Business Strategy

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