What was the strategic position of Daimler Chrysler in the European car manufacturing industry from 1980 until the beginning of the new century and was the way of managing strategic change successful? (eBook, PDF)
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Master's Thesis from the year 2003 in the subject Business economics - Business Management, Corporate Governance, grade: 2.1 (B+), University of Canterbury (Canterbury Business School), language: English, abstract: This dissertation is about strategic positioning and managing strategic change. The first chapter makes clear the importance of clear defined strategy, mergers & acquisitions as well as alliances resulting out of increasing globalisation and gives Daimler Chrysler as a good example for analysing these managerial issues. Chapter two shows different strategies Daimler Chrysler was/ is...
Master's Thesis from the year 2003 in the subject Business economics - Business Management, Corporate Governance, grade: 2.1 (B+), University of Canterbury (Canterbury Business School), language: English, abstract: This dissertation is about strategic positioning and managing strategic change. The first chapter makes clear the importance of clear defined strategy, mergers & acquisitions as well as alliances resulting out of increasing globalisation and gives Daimler Chrysler as a good example for analysing these managerial issues. Chapter two shows different strategies Daimler Chrysler was/ is following, a diversified one in the 80's and a focused-orientated strategy in the 90's. Increasing threats of saturated markets, global competition, fluctuating economic influences and rising technological standards had/ have to be coped with by Daimler Chrysler in using their strengths of wellknown brand reputation, high quality standards and developed service culture. The result was a strategic position emphasising the upper car segment in the 80's as well as reliable commercial vehicle and a completer range of products in the 90's trying to serve nearly all segments in the car market. Chapter three deals with the management of strategic change and the process of becoming a global player in the car manufacturing industry. Problems a merger causes concerning differences in culture and management are considered and the act that concentration of power (as it happened at Daimler Chrysler at the time while the merger took place) on charismatic top management obviously paid off in the late 90's. The final chapter four demonstrates the difficulty of fostering successful change management and the necessity of mergers and alliances when following a global concentric growth strategy. It becomes obvious that, although the automobile industry is confronted with severe competition, Daimler Chrysler has the potential of getting the major player in this industry. When following consequently the chosen path of focussing on the car manufacturing sector and implementing new technologies and customer demands fast (faster than potential competitors), then Daimler Chrysler will be at the "top of the league" in the future.
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