When Daimler and Chrysler merged in 1998, the combined company was expected to become the largest car manufacturer in the world. What was supposed to be a marriage of equals, instead became a cautionary tale for international acquisitions.
While a number of factors derailed the alliance, there’s a general belief that the cultural differences between the two companies – one German, the other American; one a high-end brand, the other perceived as blue collar – played a huge role in working relationships that grew increasingly toxic.
As a counter example, the merger between Renault and Nissan is a text book case of two companies whose merger surpassed all expectations. Continue reading