The problem the Chrysler Corporation had in the 1970's was that it did not address the problem of the increasing gasoline prices and investing in developing and producing fuel-efficient vehicles. Large-car sales collapsed and an all-new full-size lineup went largely to waste. The Chrysler Cordoba, the first entry into the market with a luxury car was successful, but the introduction of the Dodge Aspen and the Plymouth Volare did not bring the expected success for the company. But focusing on those two lines brought a delay in the production of a fuel efficient car. Chrysler did not watch the changes in the economy closely enough and certainly did not plan ahead or watch future trends. It missed entering the subcompact market when it was all-important and in addition to that Chrysler Europe collapsed in 1977. The second gas crisis struck and as Chrysler had no back-up line, but large cars and trucks which did not sell. This chain of happenings lead to an act of desperation and a petition to the United States government for a loan of US$1 billion to avoid bankruptcy. Over the years Chrysler did not fix this problem. It continued to produce large cars in America, but did not produce fuel-efficient cars and did not adapt the new trends on the market, and had the same problem they were facing in the 70's later on again. But first, after avoiding bankruptcy and taking first steps back into Europe in the 1990's. In 1998 Chrysler merged with Daimler-Benz to form DaimlerChrysler AG. Chrysler's president James P. Holden was responsible for misjudging of an all-new minivan, leading to a surplus of minivans and a shortage of a popular Cruiser, which resulted in a $512 million third quarter loss in 2000. He got fired later that year. Chrysler was generating a significant part of DaimlerChrysler's profit from 2004 to 2005, which is said to be the success of CEO Dieter Zetsche. But as Chrysler had a loss in 2006, analysts believed it would not be likely to return to the success it had the previous years and the merger with Daimler was said to be coming to an end, as Chrysler was not offering Daimler any boosts or advantages. Chrysler then should have trimmed its production and put more effort in its competitiveness, moving away from its large cars, towards fuel-efficient ones. Despite all the new technology Chrysler had gotten during its merging with Daimler, it was not able to adapt the dynamics of the U.S. auto market. The costs in its legacy and health care department were too high and the company took the wr