... vehicles. The costs of manufacturing were too high to profit after the sales in a very competitive U.S vehicle manufacturer's environment. By the mid-1990s Chrysler had survived near bankruptcy experiencing deep and reverse fluctuations in folowing years. The merger with Daimler-Benz has not tempered these fluctuations even though they have used strategic planning and technical resources to improve the situation. The turmoil that followed did not help either. The cultural problems faced by DaimlerChrysler have been numerous and caused considerable problems and delayed the integration of both organizations. Evidence of the lack of true sharing and cooperation was soon to emerge. For the first two years, Chrysler's executives were not ready to work with their German colleagues. The two proud management teams resisted working together, were wary of change, and weren't willing to compromise. In some sense for Americans it was a mental problem, difficult to skip that now they were ...

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