| In 1998 Daimler-Benz and the Chrysler
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| | that certain Daimler-Benz officials has
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| Corporation tied the knot. The newly
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| | committed "fraud and deceit" in
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| created DaimlerChrysler [DCX]
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| | orchestrating the merger.Adding fuel to
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| conglomerate was touted in the business
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| | the fire was the closing out of the
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| world as a merger of equals with both
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| | Plymouth brand. Already suspicious of
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| companies retaining their unique and
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| | German intentions and knowing full well
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| distinct identities. Soon after the
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| | that the "merger of equals" was, in fact,
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| merger the honeymoon period abruptly
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| | an acquisition of Chrysler by
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| ended and the rancor began. Diametrically
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| | Daimler-Benz, the ending of the Plymouth
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| opposite management and cultural
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| | brand escalated fears that the Chrysler
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| differences contributed to deep divisions
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| | Group would fade into the
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| which nearly scuttled the new
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| | background.Fortunately, time has eased
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| relationship. Today, things are much
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| | some of the friction and the Chrysler
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| different than they were in 1998; however
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| | Group [defined as the part of
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| it remains to be seen whether the long
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| | DaimlerChrysler that was at one time the
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| term partnership between the German and
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| | Chrysler Corporation] has benefited from
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| American automakers will outlast the
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| | the merger in several ways, including:New
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| deep, mutual distrust that prevailed for
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| | Mercedes inspired products. The Chrysler
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| so many years.A changing global
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| | Crossfire was the first of several new
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| automobile market during the final decade
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| | Mercedes inspired products to find their
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| of the 20th century signaled the end of
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| | way into the Chrysler Group. Made in
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| small, independent automakers. Although
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| | Germany, the Crossfire is essentially a
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| fairly large in size, the Chrysler
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| | rebadged Mercedes roadster, a model that
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| Corporation, which nearly vanished in the
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| | the top of the line Chrysler division
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| early 1980s, was once again nearing a
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| | never had.Strengthening of the Dodge
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| crisis point: a rapidly changing market
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| | name. Already a decent performer, the
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| meant that large amounts of cash would be
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| | Dodge division has received several
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| needed to keep their product line up to
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| | Mercedes M class inspired models
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| date as well as to take their product to
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| | including the Magnum and the Charger. The
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| emerging and lucrative new markets.
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| | Viper has been redone, the Ram trucks
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| Unlike in the early 1980s when the US
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| | updated, and the Neon is in the process
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| federal government stepped in with much
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| | of being replaced. Dodge market share is
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| needed cash, no government suitor was
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| | increasing even in the face of strong
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| expected this time around. For Chrysler,
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| | foreign competition.Fresh blood for Jeep.
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| the long term strategy strongly suggested
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| | An all new 7 passenger Commander has hit
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| that the automaker would have to be
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| | the streets and additional products are
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| acquired in order to survive. In stepped
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| | being planned.Likely, Mercedes would have
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| Daimler-Benz.At first, the merger was
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| | survived without a merger, while Chrysler
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| hailed as the deal of the century. The
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| | would not have. Overcoming strong
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| combined automakers, roughly the same
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| | cultural differences - German
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| size, quickly became the fifth largest
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| | authoritarian vs. American creativity -
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| automaker in the world. Combining German
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| | has kept the company afloat. Some are
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| engineering - Mercedes being the
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| | crediting Zetsche's understanding of the
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| principle business - and North American
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| | American company and culture with easing
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| marketing - the Jeep line and the
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| | tensions, thus allowing the companies to
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| Chrysler minivans being the biggest draw
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| | benefit from what they have in common
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| - many envisioned that the new company
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| | versus their differences.Certainly, the
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| would quickly capture a bigger slice of
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| | rancor that existed just a few years ago
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| the global market. Unfortunately, the
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| | seems to have eased. For DCX to survive
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| dream was nearly scuttled and for the
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| | and grow a mutual trust and respect of
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| following reasons:An American president
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| | German and American cultural differences
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| of the Chrysler Group, Jim Holden, was
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| | and business practices is necessary.
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| replaced by a German appointee, Dieter
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| | Without both, renewed hostilities will
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| Zetsche. This change occurred as Chrysler
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| | surface and potentially scuttle what is
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| was experiencing difficulty in the
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| | still perceived by many as to be a
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| marketplace; additional senior American
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| | fragile business relationship.Copyright
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| personnel had also left and were replaced
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| | 2005 -- Matt Keegan is a contributing
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| by German executives too. Some felt that
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| | writer for
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| the Germans were imposing their will on
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| | Auto Parts Canada, a wholesaler of fine
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| the Americans.Billionaire shareholder
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| Kirk Kerkorian who owned 36 million
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| | Mercedes parts and Mercedes Benz
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| shares of Chrysler before the merger and
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| | accessories for your Mercedes Benz truck,
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| now held significant number of shares of
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| | van, SUV, or passenger car.
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| DCX stock, filed suit in 2000 alleging
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