Bruno‚ Quebec BT = one of 3 major operating groups of Bombardier Inc. (BBD)‚ headquartered in Montreal‚ Canada. BBD = one of the world’s largest manufacturers of passenger rail cars BBD recently completed acquisition of Adtranz from DaimlerChrysler‚ headquartered in Berlin‚ Germany Acquisition would expand BT’s revenues & geographic scope; increase BT’s competencies in propulsion systems & train controls; complete its product portfolio Before deal is solidified BT requires regulatory
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Renault / Nissan The Making of a Global Alliance [pic] [pic] Abstract On March 27‚ 1999‚ Nissan and Renault signed a comprehensive global alliance. The alliance brought together two companies vastly different in terms of skills‚ history‚ and culture. The case study describes the process of alliance formation from Renault’s and from Nissan’s point of view. Starting from June‚ 1998‚ when contacts between the two companies
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strategy in order to develop opportunities and protect itself against competition and other threats. Company Introduction Mercedes Benz is firmly established as an independent brand within one of the world’s leading car companies- DaimlerChrysler AG. DaimlerChrysler is a product of Daimler and Chrysler companies. Daimler motor company however came into existence as a result of the creation of a recognized internal combustion vehicle by Gottlieb Daimler. Daimler Chrysler’s strategy rests on four
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CERTIFICATION OF AUTHORSHIP I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and fully disclosed in this assignment/paper/examination. I have also cited any sources (footnotes or endnotes) from which I used data‚ ideas‚ theories‚ or words‚ whether quoted directly or paraphrased. I further acknowledge that this written work has been prepared by me specifically for this course. Signed the student‚ 04/12/2007 EADS-AIRBUS
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Case Study WORKPLACE VIOLENCE On Wednesday‚ January 26‚ 2005‚ 54-year-old Myles Meyers walked into Daimler Chrysler’s Toledo‚ Ohio‚ assembly plant holding a double-barrel shotgun under his coat. Myers‚ a Jeep repairman‚ approached Yiesha Martin‚ a 27-year-old stock supervisor‚ and stated his intentions. He was there to murder three supervisors: Mike Toney‚ 45‚ Roy Thacker‚ 50‚ and Carrie Woggerman‚ 24. Afterward‚ he said‚ he would turn the gun on himself. "1 was shaking and I started to cry
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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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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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