This action might not be possible to undo. Are you sure you want to continue?
Relevant:They do have the resources. Achievable: By 2001 the merger is possible If they want to accomplish all the 6 goals by this time. You have to look at the goals to comprehend the objectives and values. . they are attempting too much. general and vague.Assessment of CD mission and purpose y SMART Analysis Specific: It is very global. Financial. Measurable: most successful and respected automotive and transportation products.Time limit mentioned in the Mission. technological and personnel Timed: Lack of time in purpose. The context and scope is not defined.
Some of the goals may be measured as follows: Superior profitability: Financial statement Delighted customers: Surveys Unique portfolio: Benchmarking . They are aware of the areas they want to concentrate upon which can be done by departmentalizing the goals and assigning objectives and appraisals. They had internal goals of executing merger in 2 years. They have 6 external goals but is not clear how is going to be quantified. These goals are well defined and supervised.Have DC co-chairmen established coclear goals? y Goals and mission were defined after criticism was received.
as the merger process was successful. effective communication through co-ordinators/PMI team. mission and objectives Crafting: Clear Market segmentation is evident from the creation of 12 efficient clusters called IRTs. there was slight disregard for change in the process of integrating as the dividend and salary system was Americanized. the merger process has been admirable as a whole. Conclusion: Based on IMD Research. . (Exhibit 5). As an exception. Implementation: Clear organizational structure. Tackling the issue of speed beforehand and raising issues before being asked.Assessment of management actions to integrate the operations y y y y y y According to the 5 phases of strategy making and execution: They had a vision. Monitoring: CIC and the use of modern information and technology equipment.
Implementation challenges y y y y y y Combining a luxury brand with a mass volume producer-Both companies have different brand perception. Media criticizing the merger by attempting to find signs of takeover.(performance based pay) Corporate Governance: The worker·s councils have to be incorporated in decision making. Operations suffered because of excess focus on merger activities. The payment system was considered to be a move towards the US model. Company values and culture issues have to be considered by top management .
y Initially. A justification was to be given for the delay.000 new employees.Performance evaluation during the merger by management The management efforts have been satisfactory.(exhibit 2) y During the merger:The war room showed weekly progress reports evaluated by coordinators and CIC. y . y The development of stock was considered as an important criterion. the performance was measured by statistics: 12% increase in sales and 19.
(2) . WO Creating more focus on daily operations (2). STRENGTHS 1. i. Chrysler doesn·t have right product for the market.Recommendations TOWS THREATS 1. Lack of focus on daily operations due to intensive merger activities WT Chrysler should concentrate on luxury brands as well(1) so the difference in brand perception/diversity is minimised (1). Integration of processes and brand separation for two diverse companies 2. Remaining competitive in the global automobile industry SO Utilize the same management style and strategy for a continuous and improved performance for at least 3 years to establish the merged brand. 2. Continue the improved stock performance. The merger has become a model for future mergers! WEEKNESSES 1. and culture. There should be more focus on the benefit from the merger. OPPORTUNITIES 1. 1st year results (most profitable) 2. i. Clearly crafted strategy. Management in terms of operations and monitoring. 2.e.e. Meagre savings compared to sales profits ST The clearly crafted strategy(2) has a bible which outlines the separation of the brand(1) but it should not prohibit common platform strategy. also developing chrysler cars for the Euro market (1) to remain competitive in the global auto industry (2)and improve stock performance.
y . y Adapting the Codetermination German Model which the American anti union system is not used to. concentrate on company values and cultural issues.ADDITIONAL ISSUES AND INITIATIVES Monitoring the excessive competition for leading positions. y Should develop a risk management strategy like an alternate plan if the strategy fails. y Strengthen communication channels.