1. In what ways did the cultures of the two companies differ? What do you think the terms 'innovation' and 'entrepreneurship' meant to Chrysler employees? What about to Daimler employees? In 1998 when German industrial giant Daimler-Benz AG merged with American automobile manufacturer, Chrysler Corporation, Daimler Chrysler came into existence. This merger didn't result for the big picture that was expected after this merge. It was thought that this merger would create a global economy not only between two of the world’s greatest economy but also capturing the market in various part of the world. Whereas, underneath this view there were many issues, which were involved in this merger of totally two different cultures. Daimler-Benz
Empowering lower level managers to make more decisions removes the fear of being overridden by the CEO, and develops confidence. Emphasizing teamwork and empowering more people within the organization will help to shift the company's focus to designing and building the best automobiles in the world. STALLKAMP The number two American executive behind Eaton has played a key role in melding the German and U.S. operations since the combination of Daimler-Benz and Chrysler Corp. Stallkamp, who was president of the former Chrysler Corp., was credited with pioneering a new system that involved suppliers earlier in the vehicle development process. The result was lower costs and improved relations.

4. Assess Stallkamp's power base as head of integration and president of Chrysler. What strategy did Stallkamp employ to achieve integration between Daimler and Chrysler? As a president Stallkamp did so well as: 1. He was self effacing and having the ability to generate consensus. 2. He put great efforts on quality improvement. 3. For him, Chrysler was a business and its reputation was very important and he believes in bringing the same ethnics into business as he has in his personal life. 4. He tried to obtain something new to increase sales. 5. He was always ready to accept challenges. 6.