Chrysler Case

1. Current Situation

A. Past Corporate performance indexes

B. Strategic posture

Mission- Chrysler original mission was "design with purpose" before the bankruptcy. The mission of DaimlerChrysler was to "integrate two great companies to become a world enterprise that by 2001 is the most successful and respected automotive and transportation products and service provider. " (DaimlerChrysler Annual Report, 1998) The company's mission was to guide them to be the best globally and well respected in the industry, while design with a purpose.

Objectives

• Re-establish the essence of the brand by building on both heritage of the companies and strong appeal of Daimler and Chrysler as an automotive icon.

• Reposition Chrysler as a major player in the automotive industry.

• To expand it's both companies' boundaries beyond Germany and North America.

• To enhance its knowledge in product technology.

• To other a better quality product to consumers.

• To offer betters brand, and increase innovation.

• Use the company's icon name and brand to increase positioning of Daimler & Chrysler by offering the best technology, quality product, and customer service they could trust.

• Create a long-term viability plan to ensure the continued success of the company.

The company's objective before bankruptcy clearly reflects its mission to design with a purpose. Both organizations were putting out new designs, but it did not help with the stabilization of the organization. Even after the demise of DaimlerChrysler, its top automobiles could not stop the massive financial bleeding that Chrysler had sub come too.

Strategies

Polices

2. Corporate Governance

A. Board of Directors

• 14 members is what consisted of the new DaimlerChrysler Board of Management in the first year. By the year 2000 the organization was reconstructed by establishing a three brand focused automotive division, supported with an Automotive Council for product design, engineering and production, and sale and marketing council for brand development and strengthening of their sales organization. Both councils reported to the board of Management. Also in 2000 a Supervisory Board was put in to place and the Board of Management was reduced to 12 members.

B. Top management

➢ Manfred Bischoff, Aerospace & Industrial