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Disaster Mergers

The document discusses three failed mergers between large corporations: Daimler Benz/Chrysler ($37B), AOL/Time Warner ($111B), and Sprint/Nextel ($35B). In each case, the mergers were intended to combine complementary businesses but failed to achieve synergies. Daimler Benz sold Chrysler at a loss after 9 years. AOL/Time Warner's stock dropped 80% as the dot-com bubble burst and their business models became incompatible. Sprint/Nextel also saw layoffs and plummeting stock as their combined business lost ground to competitors.

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101 views2 pages

Disaster Mergers

The document discusses three failed mergers between large corporations: Daimler Benz/Chrysler ($37B), AOL/Time Warner ($111B), and Sprint/Nextel ($35B). In each case, the mergers were intended to combine complementary businesses but failed to achieve synergies. Daimler Benz sold Chrysler at a loss after 9 years. AOL/Time Warner's stock dropped 80% as the dot-com bubble burst and their business models became incompatible. Sprint/Nextel also saw layoffs and plummeting stock as their combined business lost ground to competitors.

Uploaded by

api-529669983
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Do a

little research into one of the mergers below and its failure. Feedback through a short
written response in no more than 200 words. What happened? Could it be another case of
corporate culture clash?

Daimler Benz/Chrysler
($37B)
In 1998, Mercedes-Benz manufacturer Daimler Benz
merged with U.S. auto maker Chrysler to create
Daimler Chrysler for $37 billion. The logic was
obvious: create a trans-Atlantic car-making
powerhouse that would dominate the markets. But
by 2007, Daimler Benz sold Chrysler to the Cerberus
Capital Management firm, which specializes in
restructuring troubled companies, for a mere $7
billion.

AOL/Time Warner
At the height of the Internet craze, two media
merged together to form (what was seen as) a
revolutionary move to fuse the old with the new. In
2001, old-school media giant Time Warner
consolidated with American Online (AOL), the
Internet and email provider of the people, for a
whopping $111 billion. It was considered the
combining of the best of both worlds: print and
electronic, together at last!

But the synergy of these two dynamically different


companies never occurred. The dot-com bust, and
the decline of dial-up Internet access (which AOL
refused to give up) spelled disaster for the new company.

Since the merger, Time Warner’s stock has dropped 80%. In fact, this past May, the CEO
of Time Warner, Jeff Bewkes, embarrassingly announced that the marriage of AOL and
Time Warner was dissolved.
Sprint/Nextel
In 2005, another major communication merger
occurred, this time between Sprint and Nextel
Communications. These two companies
believed that merging opposite ends of a
market’s spectrum – personal cell phones and
home service from Sprint, and
business/infrastructure/transportation market
from Nextel – would create one big happy
communication family (for only $35 billion).

Competition from AT&T, Verizon, and the


iPhone drove down sales, and Sprint/Nextel
began lay-offs. Its stocks plummeted, and for all those involved, the merger clearly failed.

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