Daimler Motors Transformation: Analyzing Old and New Strategies

This report examines the transformation of Daimler Motors, tracing its evolution from its early focus on rail cars and engines to its modern automotive strategies. The analysis covers Daimler's shift from the 'old world' to the 'new world,' including changes in production, market focus, and ownership. The report identifies key proposals and initiatives for the company, such as the development of newer, eco-friendly models and improvements in production efficiency. It highlights the significance of adapting to changing consumer preferences and governmental regulations. The report also includes an overview of Daimler's history, key milestones, and relevant references to support its conclusions.

Running head: TRANSFORAMTION IN DAIMLER MOTORS
TRANSFORAMTION IN DAIMLER MOTORS
Name of the Student
Name of the University
Author Note

1TRANSFORAMTION IN DAIMLER MOTORS
Transformation in Daimler motors
Transformation is an important aspect of organizational development. It marks the shift
of the business operations and other functional aspects for various enterprises from the old world
to the new world. It is an important aspects that is related to the systematic function of an
organization. Daimler cars have been functioning effectively for a long time. Hence, it is also
important that they keep on changing their strategies from time to time to incorporate the
required changes that are in accordance with the changing market situations that are to be tackled
by the organization. The rhetoric question is whether Daimler can rejuvenate its performance in
the future.
1. Transformation
Old world
In the beginning Daimler focused on making rail cars. Moving forward in the 1890s the
company focused on making innovative cars such as the Motor scout. Later on the company
moved to producing engines for motorboats. Towards the last part of the 19th Century the
company concentrated completely on the manufacture of cars. Larger vehicles were built by the
company in the beginning of the 20th century. In the 1940s and 50s Daimler Cars used to be
smaller family vehicles. In the 1960s the company was sold to jaguar. The company also
ventured into civil aviation, building planes. In the 1970s the company focused more towards
building public transport vehicles (Daimler 2019).
New world

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In the new world, the company has changed its assembly line functions to make vehicles for its
current owner Ford. The company was sold to Ford in 1989. The newer models of the company
are the Double Six X300 and the Double Six. The company focused much on the building of
convertibles for increasing its acceptance in the wider market. In 2007, the company was
purchased by Tata motors.
2. Transformation
# consequence / proposal / initiative… description relevant for:
1 The proposal is to create newer model
of cars in the company.
The cars of the
Daimler are old in
comparison of
some of the newer
models of cars
that are available.
It is important that
the company
focuses on
making cars that
attract the
attention of the
modern car buyers
(Malhotra and
This would be relevant for the
newer buyers in the market.
The changes will be in
accordance of the modern
consumer’s requirements.

3TRANSFORAMTION IN DAIMLER MOTORS
Hinings 2015).
2
An important change that needs to be
made for the company is the
manufacture of ecofriendly vehicles
Cats are
increasingly
becoming more
ecofriendly. The
cars that will be
manufactured by
Daimler world be
cleaner and use
effective
technology
This is relevant for the
government as regulations for
leaner energy has already been
passed by the government.
3
The company should change its
production process
More importance
should be given to
quick assembly
and manufacture
of products
This would be relevant as the
organization need to
manufacture more care at a
faster rate. This will
undoubtedly increase the
product offerings of the
organization.
4
5

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6
7

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References
Daimler. (2019). The Daimler Group | Daimler. [online] Available at:
https://www.daimler.com/company/
Malhotra, N. and Hinings, C.B., 2015. Unpacking continuity and change as a process of
organizational transformation. Long Range Planning, 48(1), pp.1-22.