ADDITIONAL PROJECT ITEMS

 

As a team, we realize that the assignment is to develop an image campaign for enhancing the DaimlerChrysler brand. This has nothing to do with selling cards or improving employee performance and relations. Our project will focus on an image campaign but in the process of developing that campaign, our team has done additional reading and research. And, from that additional effort, other suggestions have come to the forefront. This section is for the purpose of sharing these additional ideas that we believe have merit and must be considered (probably implemented) if DaimlerChrysler truly wants to become the world's most admired transportation company.

 

Product pricing

If DaimlerChrysler truly wants to set itself apart and become admired, it must adopt a flat pricing system for its automobiles like Saturn. Research shows that this actually results in higher profits for dealers. Furthermore, the loss reported by Chrysler during the 3^rd Quarter was blamed on dead discounts and rebates on Chrysler cars. A fixed price system would eliminate the need for rebates and discounts and, we believe, would increase the value of the DaimlerChrysler brand as well as all of its automotive brands. This program should be set in motion with the 2002 autos and all dealers would be  mandated to abide by the new fixed pricing system.

 

Employee relations and job performance

A team member attended a seminar on improving employee relations and communication. That sparked additional research into the employee situation at DaimlerChrysler and based on that information, the team would also make the following suggestions regarding employee relations, communication and job performance at Daimler Chrysler.

 

·        First, DaimlerChrysler should stop "hiring" employees. Instead, future employees should be "auditioned" to determine if they have the right team attitude and skill sets.

·        Job titles should reflect this change in attitude. For example, instead of "managers," DaimlerChrysler should have "directors," who direct the work of auditioned employees.

·        We recommend that dealerships stop referring to their front line people as "sales people" or "car salesman." These titles have negative references. Rather, in keeping with the new policy of fix pricing, these front line people should be referred to as "transportation consultants."

·        DaimlerChrysler should change its method of operation to that of open book management with year-end incentives for all employees based on the company's profits.

·        Employee groups should be established to have input on the decision making process.

·        Employees should be required to participate in a "job rotation" program. Every six months, employees rotate to a new job (at the same level and same pay). Union members would rotate within the Union and non-Union would rotate strictly to non-Union groups. This enables the workforce to be cross-trained, shows employees opportunities and decreases on the job boredom. It is very important and supervisors and directors rotate also. Some job rotation should also occur between locations, with some German employees coming to the United States and vice-versa. This would build understanding but would also begin the process of building DaimlerChrysler an identity as a global company among its employees.

·        DaimlerChrysler employees need to be communicated with on a regular basis. We would recommend a quarterly company magazine for all employees and a daily online newsletter (named DaimlerChrysler Gram) or bulletin available to all employees either through the Intranet site, e-mail or by being posted in break rooms.