Abstract
Professor Herbert Paul and student Myriam Tamim prepared this case, solely to provide material for class discussion. The authors do not intend to illustrate either the effective or ineffective handling of a management situation. The case was compiled from public sources. Abstract: The merger of Daimler–Benz with Chrysler Corporation created one of the largest car companies in the world. The case explores a number of issues in the post-merger integration process between Daimler-Benz and Chrysler and, to a lesser extent also Mitsubishi. Now, five years after the merger, questions can be asked about what worked and what did not work. In June 2003 the Chrysler website proudly announced the Chrysler Crossfire – “Dreamed in America. Drafted in Germany. Infused with passionate American design and Precision German engineering. Chrysler Crossfire is a rolling sculpture that moves the body and stirs the soul.” Advertising for the new sports coupe boldly tries to leverage Chrylser's sisterhood with Mercedes-Benz. Chrysler hopes that linking itself with the Mercedes-Benz luxury brand will boost its dented quality image and gain it prestige. The design was hatched at Chrysler's design studios in the U.S., but almost 40 % of the car is lifted directly from the Mercedes-Benz SLK, including suspension, axles and engine.
