we ought to find eaton and string him up by his balls!! sorry had to get
that off my chest.
>From: Stlaurent Mr Steven <STLAURENTS@mctssa.usmc.mil>
>Reply-To: dakota-truck@buffnet.net
>To: "'dakota-truck@buffnet.net'" <dakota-truck@buffnet.net>
>Subject: DML: RE: DC Troubles finally make major headlines
>Date: Fri, 26 Jan 2001 10:32:20 -0800
>
>Just about what everyone was saying.
>
>-------------------------------------------
>Steven St.Laurent
>Test Engineer
>Test Branch, GSD, MCTSSA
>MARCORSYSCOM, USMC
>760-725-2506 (DSN 365-2506)
>Work:mailto:stlaurents@mctssa.usmc.mil
>Home:mailto:saint1958@home.com
>
>
> -----Original Message-----
>From: dakotamike@netzero.net [mailto:dakotamike@netzero.net]
>Sent: Friday, January 26, 2001 8:38 AM
>To: dakota-truck@buffnet.net
>Subject: DML: DC Troubles finally make major headlines
>
>Hey folks,
>
>Just found this at ABCNEWS, one of the headline buisness/tech news
>lines. Time for us to start applying the pressure...
>
> Far from a 'Merger of Equals'
>- It was supposed to be a perfect union of carmakers.
>
>
>
>When the two companies merged in 1998, Daimler Chairman Juergen
>Schrempp promised a "merger of equals." But it wasn't long before
>Chrysler executives complained the bullheaded Germans wouldn't listen
>to the Americans.
>"We don't demand things of people; we seek people's cooperation,"
>says Gerald Meyers, former chairman of American Motors and now a
>professor at the University of Michigan business school. "These two
>cultures were therefore bound to collide."
>
>And collide they did.
>
>Americans Feel Deceived
>
>From the beginning, the high command in Stuttgart issued orders to
>Detroit about everything from where the headquarters would be located
>(Germany) to what kind of business cards would be used.
>
>The relationship began to fall apart quickly. Since the merger, the
>company has lost nearly half its value. Somebody had to go, and it
>was the Americans. Daimler eventually sent in a German management
>team.
>
>Schremp's promise of a "merger of equals" had been fiction, and he
>even admits as much. He told the Financial Times that if he had been
>honest with the Americans about German dominance before the merger,
>they never would have made a deal.
>
>So what was the reaction at Chrysler?
>
>"One of people who'd been deceived," says Meyers. "People who'd been
>hoodwinked. This wasn't just a small, a small decision. This was just
>plain dishonest."
>
>The two cultures had never been compatible. Take the Daimler annual
>meeting, where stockholders are fed sausages and dumplings. In
>Germany, there's more attention paid to wining and dining the
>shareholders than to giving them precise information.
>
>That's the reason Kirk Kerkorian, Chrysler's largest shareholder,
>sued Daimler for $9 billion, charging fraud.
>
>"Apparently in Germany, one can say pretty much whatever one wants to
>the shareholders of a company," says Terry Christensen, Kerkorian's
>lawyer. "Here in the United States, what you say to the shareholders
>has to be true."
>
>Dejected Employees
>
>All of this has demoralized Chrysler's workers.
>
>"Most of them are disgusted and frustrated because they seem like
>they have been shafted," says one.
>
>The rank and file now expects big layoffs, and they worry the company
>will be sold. Schrempp insists that isn't true, but few of the
>Americans he has dealt with are willing to take him at his word a
>second time.
>
>
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