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corporate level strategy. no. 1-0071 This case was written by Professor Sydney
Finkelstein © 2002 Trustees of Dartmouth College. All rights reserved. ...
... The three basic approaches to international corporate-level strategy are: •
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3. Functional Corporate-level strategy Corporate-level strategy describes a ...
... II. Situational Analysis Strategic Analysis Business Level-Strategy: The business
strategy of Starbucks' is identical to the corporate level strategy since the ...
... D.6 BUSINESS STRATEGY The business strategy is guided by corporate level strategy;
business unit management must craft a strategy that is an appropriate for ...
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no. 1-0071
This case was written by Professor Sydney Finkelstein
© 2002 Trustees of Dartmouth College. All rights reserved. For permission to reprint, contact the Tuck School of
Business at 603-646-3176.
The DaimlerChrysler Merger
Summary
In the mid-1990s, Chrysler Corporation was the most profitable automotive producer in the
world. Buoyed by record light truck, van, and large sedan sales, revenues were at an all-time
high. Chrysler had taken a risk in producing vehicles that captured the bold and pioneering
American spirit when imports dominated the market – the Dodge Ram, the Jeep Grand
Cherokee and the LH Sedan Series. In these vehicles Chrysler found an instant mass appeal,
and its U.S. market share climbed to 23% in 1997. As revenues and market share rose,
product development costs shrank to 2.8% of revenues - compared with 6% at Ford and 8%
at General Motors1. Chrysler's integrated design teams and noncompetitive relationships
with suppliers kept costs down, while its marketing department scored success after success
in gauging consumer tastes.
Chrysler had always fashioned itself the bold and risk-taking underdog. It had brought itself
back from the brink of bankruptcy four times since the Second World War, and its boombust
revenue flow pattern had earned it a "comeback kid" reputation. With $7.5 billion in
cash on hand and a full range of best-selling products, Chrysler finally seemed ready in 1997
to weather the volatile American automotive business cycle on its own – without
government bailouts or large-scale R&D cutbacks2. Its wealth did not go unnoticed: Investor
Kirk Kerkorian, a 13% shareholder, threatened to mount a takeover -- citing "the
management's practice of cash hoarding" as his reason3.
1 Waller, David. Wheels on Fire: The Amazing Inside Story of the DaimlerChrysler...
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