The DaimlerChrysler Mitsubishi merger: A study in failure

Publication Type:

Journal Article

Source:

International Journal of Automotive Technology and Management, Volume 11, Number 1, p.36-48 (2011)

URL:

https://www.scopus.com/inward/record.uri?eid=2-s2.0-78751613002&doi=10.1504%2fIJATM.2011.038120&partnerID=40&md5=6eead9491deee71694ca75b66c097e64

Abstract:

This article focuses on the DaimlerChrysler/Mitsubishi merger of 2000 and discusses the failed attempt by a European-American multinational firm to break into the Asian market, a region where previously it had an extremely limited presence. Having completed its 1998 merger with the US-based Chrysler Corporation, the newly formed DaimlerChrysler group turned its attention to the Asian market in 2000 in an attempt to become a truly global competitor. Partnership with the Japanese motor firm offered the possibility of economies of scale and scope, in particular in the sub-compact car market to enable DaimlerChrysler to become a full-scale producer. However, within four years the dream of large scale trans-national production was over. The failure to integrate with the Japanese company and the subsequent decision to cut Mitsubishi Motors adrift led to the dismissal of the DaimlerChrysler CEO Jürgen Schrempp. This paper will focus on outlining the motives behind the merger, why it failed, and why the Board of Daimler-Benz decided to end the relationship and extricate itself from Mitsubishi's problems. Copyright © 2011 Inderscience Enterprises Ltd.

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