Embed Size (px)
Citation preview
Daimler-Benz Case Study
Group Members
AshwiniDeepaliSwapnilVikram
Batch: SMBA11University: ITM University. Vashi
CaseBenz & CieDaimler Motoren
AEG Industries
Mercedes-Benz Aerospace
Daimler-Benz
InterServices
CaseMergers & Acquisitions :
AEG
Dornier & MBB
Fokker
MTU (Propulsion Sys)
Daimler-Benz
CapGemini
SWOT
Strength
Automobile Manufacturing
Weakness
No Tunnel Eye Vision
Threats
Chinese & Japanese Automobile Manufacturers
Opportunity
Globalisation
Issues
AEG and Fokker was already in
Loss
Economic Crisis and
Defence Cuts
Fokker Selling Aircrafts @ 80% of Manufacturing
cost
Low Demand of Fokker Aircrafts
Outlook
Management’s Justification
a) Economic Crisis b) Defence Cuts by Dutch Govt.
Actual Reason
Acquisition Strategy was Wrong
Questions
Q. What is your assessment of Daimler-Benz Operations in many different fields?
Key Points:
a) Core Competency: Cars & Trucks (Mercedes Benz)
b) Diversification: Mercedes Benz| AEG Industries| DEBIS| Aerospace.
c) Company Faced Loss.d) No Tunnel Eye Vision Directives.
Questions
Q. Should the various Groups operate autonomously?
A. Yes.
Assertion: Develop each group as a separate Strategic Business Unit.
Q. What Kind of activities should be centralized? Centralization: Human Resource.
IT Department. Finance
Questions
Q. Daimler-Benz best know for its Mercedes-Benz cars. Why do you think Daimler-Benz bought AEG in the first place and why did the company venture in Aerospace and InterServices?
Key Points: What was AEG Into? AEG was almost Bankrupt. Daimler-Benz bought the Goodwill of the
company and to get entry into Asian & African markets. Diversification and Venture in to new field.
Questions
Q. Given the apparent mistakes in acquiring non-automotive businesses. What should Jurgen Schrempp do now?
Key Points: Core competency has to be redefined. Globalisation; setting local manufacturing plants in order to reduce
the cost and making it affordable. Decentralization; Develop each group as a Strategic Business Unit.
Thank You
