tion costs. The American body design studios can be utilized to produce across-the- board designs, and strategic alliances with MMC and Hyundai should allow rapid penetration in the Asian market. The potential synergies, if realized, should allow increased production efficiencies while reducing costs. New product lead-time could be diminished sequentially, allowing an advantage over the competition, while incorporating Daimler-Benzs engineering facilities with Chrysler should increase Chryslers perceived quality without sacrificing Mercedes-Benzs brand image. Of late, the stock price has suffered more than its peers as investors recognize the lack of synergy if the entities are not combined in at least some capacity. Combining at least some portions of engineering, design, and manufacturing should be attempted, at least on an experimental basis, if any synergies are to be realized. Merging and acquiring companies without exploiting their comparative advantages offers little or no advantages. If Daimler Chrysler is to prosper in this very competitive industry, it should explore all potential comparative and strategic advantages to minimize costs while sharing its core competencies throughout the organization to increase market share and brand recognition....
