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The Chrysler Corporation: History and Strategy Analysis Research Paper

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Updated: Aug 27th, 2021


The Chrysler Corporation was first founded on June 6, 1925, by Walter Percy Chrysler with the residual assets of Maxwell Motor Company. Laying the groundwork for an empire that would rival General Motors and Ford, Chrysler started by taking over Dodge and adding two new makes that incorporated Plymouth and DeSoto. In 1998 Chrysler was purchased by Daimler-Benz, and still stays one of the leading American automotive producers, best known for their many manufacturing features and leading presentation edge.

Intangible resources

Around the world, Chrysler more than 75,000 employees are working together That heritage provides a firm foundation upon which to build our future success. We’re excited about the evolution of our strong brands and the new products we’re developing.

The requirements for the candidates are:

  • GPA of 3.5 – based on a 4.0 scale
  • Automotive internship or work experience or applied research position
  • Proven strengths in analysis, creative problem solving, communication, interpersonal relationships, self-motivation, and leadership
  • Have applicable work experience or internship
  • Demonstrated written/oral communication skills
  • Ability to interact with others in a team atmosphere
  • Automotive or supplier quality interest
  • Active in extracurricular activities such as student organizations, business or social organizations, or athletics

Borrowing capacity

Chrysler Corporation announced today that it has exercised its option to increase its borrowing capacity. The Revolving Credit Facility, which is scheduled to mature in February 2011, bears interest based on either a base rate plus a margin ranging from 0 to 50 basis points or at the London Interbank Offered Rate (“LIBOR”) plus a margin ranging from 75 to 150 basis points. The applicable margin rates are subject to adjustment based on the Company’s leverage ratio. Any amounts that were drawn under the Revolving Credit Facility, including the $100.0 million expansion, currently, bear interest at a base rate or a LIBOR plus 75 basis points. The Company currently has no amounts drawn against the Revolving Credit Facility, but has $35.6 million of letters of credit outstanding under a sub-facility, reducing the borrowing capacity under the Revolving Credit Facility to $214.4 million. All other terms of the Revolving Credit Facility remain the same.


Communities are an integral part of the Daimler-Chrysler business model. They are apparent in the strategy of the organization and its structure and are a part of employees’ daily work. Direct benefits include • A more agile product development process.

  • A synchronized production process
  • A standardized customer experience, and
  • A governance system that has enhanced coordination and created a cohesive culture


Auburn Hills, Michigan

Stock of technology

In 2002 Technology Visions negotiated with Chrysler, a major automobile manufacturer, to design and build automation equipment for coating welding caps. Negotiations with Chrysler were later terminated because Technology Visions lacked the resources, both human and financial, to complete the project. At that time, Technology Visions decided to focus its limited resources on the environmental cleanup sector and return to commercialization of the Meta fusion Process when its resources allow.

Patent trade

It is necessary to mention that design patent protection may be car body parts such as body panels. This has been attributed to a public policy rationale concerning the immense spare parts market and a potential monopoly associated with design patents thereon. Others reason that it is when the functionality of the product overrides its ornamental that design patent protection is not available. In any event, at least one court has deemed the design of car body panels “primarily functional” and thus not ornamental.

Managerial capability

Managerial capability addresses all areas of administration and management, operations, and planning, and marketing. Deficiencies in multiple review areas led to deficiencies in managerial capability. The managerial capability was also a more targeted review area. The managerial capability of the Daimler-Chrysler corporation corresponds to all the necessary requirements, as the company is one of the most successful actors in the car market.


According to the popular press, by the 1980s Chrysler’s reputation was totally shot, and by Lutz’s view, only dramatic action was going to change that. In summary, Chrysler’s purchase of AMC laid the critical foundation to help re-establish a strategy for its revival in the 1990s. Perhaps most interesting is that top managers at Chrysler after the AMC buyout appear to have made errors similar to those by AMC. For example, Chrysler invested heavily in new untested models while not keeping up its profitable high-volume lines. After the DaimlerChrysler merger, the combined company also encountered the problem of having too many platforms.


Headquartered in the lively, cosmopolitan town of Ann Arbor, Michigan, Borders Group is a publicly held company with annual sales of over $4 billion. More than 32,000 dedicated employees support the operations of over 1,200 Borders and Waldenbooks stores across the country and throughout the world. Chrysler Financial offers automotive financial products and services to both dealers and consumers of Chrysler, Jeep, and Dodge Vehicles in the U.S., Canada, Mexico, and Venezuela. In addition to offering vehicle wholesale and retail financing to more than 4,400 Chrysler, Jeep, and Dodge dealers, Chrysler Financial also provides fleet management and lines of credit to dealers. Currently, nearly three million drivers in the United States enjoy the benefits of leasing or financing with Chrysler Financial. Chrysler Financial has an employee base of 4,200 and supports a global portfolio of $75 billion.


Berger, Michael L. The Automobile in American History and Culture: A Reference Guide. Westport, CT: Greenwood Press, 2001.

Doyle, Jack. Taken for a Ride: Detroit’s Big Three and the Politics of Pollution. New York: Four Walls Eight Windows, 2000.

Rubenstein, James M. The Changing U.S. Auto Industry: A Geographical Analysis. New York: Routledge, 1992.

Studer-Noguez, Isabel. Ford and the Global Strategies of Multinationals: The North American Auto Industry. London: Routledge, 2002.

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