1 DaimlerChrysler’s Agile Supply Chain DaimlerChrysler includes the Chrysler Group‚ the Mercedes and Smart Passenger Car Group‚ and the Commercial Vehicles unit. It operates 104 plants in 37 countries‚ using 14‚000 different suppliers and 13‚000 sales outlets in 200 countries. The auto industry is known for tough competition and fickle customers. Survival depends on bringing new models rapidly to market as economically as possible. DaimlerChrysler studied every step in the vehicle production
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PESTEL: POLITICAL ANALYSIS German Empire was created in 1871 by chancellor Otto von Bismarck. History dates back to holy German Empire (962-1806AD). The Reichstage‚ or elested parliament‚ had only a limited role in the imperial government. Post 1945: WW II Divided Germany in 2 parts: West Germany (Rish Germany) and East Germany (Poor Germany). Berlin: capital of Germany was also divided in 2 parts by way of “Berlin wall”. Location: central Europe. Area: 357‚104 Km2. Inhabitants 2008: 82‚2 Million
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to engineer crankshafts for cars that signed a deal in late November 2004‚ to supply the U.S. operations of DaimlerChrysler with $1.5 million worth of machines. When the deal was signed‚ Pfeiffer calculated that at the agreed price‚ the machines would yield a profit of € 30‚000 each. Within three days that profit had declined by €8‚000 due to adverse depreciations in dollar as DaimlerChrysler used to pay Elotherm in dollars. Udo Pfeiffer‚ the CEO of SMS Elotherm neglected this issue and fell into serious
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Questions and Answers 1. What are the strengths and weaknesses of Daimler-Chrysler’s strategy? There are several strengths of Daimler-Chrysler’s strategy. First‚ it has strong competitors amongst the automotive market‚ so from the merger‚ both companies will reduce the intense competition in the market and this will increase the market share in the worldwide automotive industry. The acquisition and merger between two parties in worldwide market share will help them to expand the technology
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Outline the PESTEL factors driving change within the NHS. |PESTEL Analysis | | POLITICAL FACTORS |- Insufficient funding from the government; | | |- White paper liberating the NHS centralization; | | |-
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problem” which was: Chrysler valued efficiency‚ empowerment‚ and fairly egalitarian relations among staff; whereas Daimler-Benz seemed to value respect for authority‚ bureaucratic precision‚ and centralized decision-making. Another key issue at DaimlerChrysler-Benz was: the differences in pay structures between the two pre-merger entities. Germans disliked huge pay disparities and were unlikely to accept any steep revision of top management salaries. But American CEOs were rewarded handsomely. Germans
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which believed in hustling every possible way to make its company the number throughout the world. But‚ Chrysler was on the other hand an easy going and slow progress firm which believed in the production and flexibility of operation. At DaimlerChrysler‚ differences in compensation systems and decision-making processes caused friction between senior management‚ while lower level employees fought over issues such as dress code‚ working hours and smoking on the job. Language also became an issue
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opposed to Adtranz. ADtranz‚ which is wholly owned by DaimlerChrysler AG‚ is engaged in the manufacture and distribution of rail transportation vehicles (Propulsion Systems and Train Controls). Its current activities cover the manufacture and sale of rolling stock equipment as well as fixed installation and signalling equipment. Although the turnover of Adtranz was in excess of $ 3.3 billion‚ Adtranz was not the core competence of DaimlerChrysler. Adtranz
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PESTEL Analysis of Auto Industry Ashford University BUS620: Managerial Marketing (NAC1326B) Instructor: Geraldine Goodstone July 8‚ 2013 PESTEL Analysis of Auto Industry What is popular today may not be tomorrow; what is affordable today may not be tomorrow; what is promised today may not be tomorrow; what is doable or legal today may not be tomorrow; and what is cutting edge today may not be tomorrow. These are the facts of life and of business. In a world that is
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TRAN Dinh Khoi AUDENCIA IMM 06-07 KNOWLEDGE MANAGEMENT AS A DOUGHNUT: SHAPING YOUR KNOWLEDGE STRATEGY THROUGH COMMUNITIES OF PRACTICE 1. About the author Etienne Wenger Etienne Wenger‚ a recognized authority on the discipline‚ is a consultant and researcher‚ and the co-author of Cultivating communities of practice: a guide to managing knowledge (Harvard Business School Press‚ 2002) with R. McDermott and W. Snyder. 2. Summary The utility of knowledge management has been debating
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