Daimlerchry5ler

Oaimler-Benz AG and Chrysler Corp. merged in 1993 to form DaimlerChrysler. Executives Irani both companies thought a host of synergies would enable DairnlerChrysler lo sniluy build a global automotive empire. Fundamental differences in the way the two corporations did business, However, contributed to early departures by executives, a stuck price slide management restructuring, and even considerable fosses by the American manufacturer The Two companies bad contrasting management styles, Daimler preferring to operate a classic bureaucracy and Chrysler trafftknially giving decision-making ability fo managers lower in the p ranks.35

DEVELOPING ^KKETlNG STTWTEGIES-AftlO PLANS chapter 2 51

Successful companies may need to adopt a new vjew of how to craft their strategies. The [radition.nl view is that senior management hammers out the strategy and hands it down. Gary Haniel offers the contrasting view thai imaginative Ideas on strategy exist in many places within a compaity.'ifi Senior management should identify and encourage fresh ideas front three groups who tend to be under represented In strategy making: employees with youthful perspectives; employees who are far removed from company headquarters: and employees who ¿ire new to the Industry. Each group is capable of challenging company orthodoKy and stimulating new ideas.

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