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    The case of a dream fusion Behind 1998, experts called Daimler and Chrysler trade union called a marriage "made in heaven." But about a decade after, the perfect union has reached a critical moment. How did the Union strike the stones?On September 15, DaimlerChrysler AG's CEO ran the world by predicting a $ 1.5 billion loss for the Chrysler Group for the third quarter. The managers know they are all in trouble but no one has ever imagined how difficult the problem can be.After a number of profitable quarters, Chrysler had collapsed inward. Its uneven sales performance triggered Daimler's decision to sell it before encapsulating the entire company. Chrysler was to be sold for $ 7.4 billion to the private equity giant Cerberus Capital Management.But with the said decision, the pressure increased. It not only marks the failure of a merger but also contains a lot of other battles. Stocks of unsold product lines hugged the dealers. Negotiations on the new company policy are also cheating workers. "It shows the problems with large corporate mergers," says Willi Diez, head of the German based Auto Industry Institute. "You have cultural differences. You have problems with who really drives the company."In interviews with a number of individuals near Daimler in order to reconstruct important events leading up to May 14, the sale of Chrysler, most spoke on condition of anonymity.When Zetsche became Daimler's CEO, nobody believed he would sell Chrysler. Like effect antennas, Zetsche was famous for effectively leading Chrysler's way of strengthening the merger. But Zetsche was finally disappointed by the lack of synergies between Chrysler's mass market vehicles and the luxury product lines built by Mercedes-Benz. As a result, Chrysler inventories were inflated and heavy incentives failed to drive vehicles outside the dealer's parties. The warning on September 15 turned anxiety over Chrysler into a full-scale.