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Ref: busman0012

There has been a fundamental growth in the number of mergers and acquisitions in recent years. Companies are trying to grow and become global powerhouses no more so than in the global automotive industry. The rationale for such a strategy is to have the global reach to survive in the industry in the future. However, as this report depicts the decision to merge or who to merge with is of paramount importance and should not be made lightly. Even though a merger may seem appropriate from the perspective of a good a strategic fit this may not materialise in practice. In reference to the case organisations, it has been three years since the merger was completed. In this time frame the merger has proved to be difficult to implement and has resulted in heavy losses. This is depicted by the share price, which has taken a battering since 1998. The report focuses on:

(1) The external environment of Daimler-Benz and Chrysler
(2) The emergence of mergers and acquisitions as growth strategies
(3) The strategic planning involved with achieving a cultural fit
(4) How the merger affected stakeholder and shareholder value
(5) The report will also highlight the pitfalls of the DaimlerChrysler merger strategy

1: Terms of reference

2: Executive summary

3: Introduction

4: Findings
Industry overview
The activity of mergers and acquisitions
Types of mergers
Why companies acquire
International alliances
Company background
Porters Five Force Analysis
Threat of potential entrants
Threat of substitutes
Threat of buyer's strengths
Threat of supplier's strengths
PESTEL analysis
Environmental factors
Political and legal factors
Economic factors
Socio-cultural factors
Technological factors
SWOT analysis
Strengths
Weaknesses
Opportunities
Threats
Business and technical drivers
Business drivers
Technical drivers
The merger process
Currency and topicality of research
Stakeholders
Shareholders
Different origins
National culture
Organisational culture

5: Conclusions and final thoughts

6: Bibliography

7: Final thoughts



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