Where the public at large is concerned, the tradition of a company is one of the most important resources for brand image. While corporate structures change, the tradition of the individual brands represents a reliable constant. In 1998, two companies steeped in tradition – Daimler-Benz AG and Chrysler Corporation – merged. They actively shaped, and left their mark on, every chapter in the history of the motor vehicle. These successful traditions are among the most valuable and sacrosanct assets of DaimlerChrysler. They testify to a distinctive corporate culture and require careful nurturing to be made comprehensible and emotionally accessible for the public at large. Cultivating tradition is therefore the most important assignment of DaimlerChrysler management. DaimlerChrysler is defending their image, using the “Guidelines for DaimlerChrysler Brand Management” and maintaining the divisions as they work together to increase efficiency and value. Since the 1998 merger that made the first truly global car company, DaimlerChrysler has conti

The economic situation remains very difficult and therefore DaimlerChrysler must still assume that uncertainty among consumers and investors will continue for some time. Against this backdrop, in full-year 2003, Mercedes Car Group should match its strong results of 2002 in terms of unit sales, revenues and earnings. Given the difficult market conditions Chrysler Group must intensify its efforts to realize additional cost savings. However, during the last few weeks the market environment in the US has become even more challenging. Thus it will be difficult to achieve projected operating profit target of $2 billion before restructuring expenses. For the Commercial Vehicles division, DaimlerChrysler should benefit from the significant restructuring costs incurred in past years with a positive effect in 2003, leading to better earnings than in 2002. In the Services division, favorable refinancing conditions, the major efforts taken in the field of cost reduction and more efficient risk controls should produce a higher ongoing operating result than in 2002. MTU Aero Engines needs to achieve an operating profit in 2003 similar to last year. Mitsubishi Motors should continue to improve unit sales and earnings for the financial year, which began on April 1, thereby, raising its contribution to DaimlerChrysler's operating profit. At EADS, there is further weakening in demand for civil aircraft, but profits should be level. For the full-year 2003, DaimlerChrysler will generate Group revenues of approximately EUR 145 billion, lower than last year due to the appreciation of the euro against the US dollar (2002: EUR 149.6 billion). Although global economic conditions have continued to deteriorate, Group earnings must maintain management targets to achieve a higher ongoing operating profit than in 2002. However, a precondition for this result remains that the

Some topics in this essay:
Mercedes Car, Mitsubishi Motors, MMC Hyundai, Brand Management”, North America, Germans Americans, Commercial Vehicles, Chrysler Corporation, Merger DaimlerChrysler, Western Europe, unit sales, operating profit, market share, quarter 2002, asian market, daimlerchrysler brand management”, mercedes car, brand recognition, market daimlerchrysler, daimlerchrysler brand, 34% stake, 34% stake mitsubishi, terms unit sales, lower quarter 2002, “guidelines daimlerchrysler brand,