"Car Mergers: Road Rage" Economist, February 26th - March 3, 2000, p.77

Synopsis:
The closing case in chapter 14 describes why the strategic alliance between General Motors (GM) and Daewoo failed in early 1990s.

This article provides an update regarding alliances and mergers in the auto industry. A few years ago, about a dozen companies accounted for 70% of the world car market. However, recent mergers and pairings have led only six companies to account for that share. GM, a world leader that has about 15% market share, will probably buy out Daewoo that was once its strategic alliance partner. This article also describes other potential mergers and portraits the future map of the world car industry.

Full-text Article:
http://www.economist.com/editorial/justforyou/20000226/index_business.html

Case connection:
"Anatomy of a Failed Alliance-General Motors and Daewoo" in Chapter 14 (pp.450-451).