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

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,