Daewoo is known in America only for their failed attempt to penetrate the really bad car market.
In the UK they still sell Daewoo designs, badged as Chevrolets of all things. Seeing a Chevy badge on a miserable little Korean shitbox is a jarring thing.
Early 1968: Two titans of the railroad industry, the Pennsylvania Railroad and the New York Central, merge together to form
Penn Central, which quickly takes control of the New York, New Haven and Hartford Railroad later that year. All three companies had seen better days, particularly the New Haven. Pennsylvania and New York Central had been talking about a merger since 1957, and that started a series of reactionary company mergers through the northeastern United States. Two expanding companies, the Norfolk and Western and Chesapeake & Ohio, had also announced merger plans with one another once they had finished gobbling up smaller railroads. This didn't happen following Penn Central's bankruptcy in 1970; both N&W and C&o are now parts of the two remaining eastern giants of railroads, Norfolk Southern and CSX. As for Penn Central...
In 1976, Penn Central along with six other bankrupt and much smaller northeastern railroads were reorganized into Conrail by a branch of the U.S. government, the United States Railway Association. It took a few years for Conrail to turn a profit, but once it began to thrive, the government sold Conrail to private investors, and it would continue into the nineties as a profitable independent company which was jointly bought by CSX and Norfolk Southern.
(You probably could've caught Leonard Shaner on a good day, and he probably would have happily talked about this topic for hours if you let him...)
Penn and NYC were pretty much forcibly merged by the government (as a prerequisite for a bailout), which also made them incorporate the massively loss-making New Haven, a railroad that neither NYC or Penn would even wipe their arses with under normal circumstances. Railroad mergers can work, but usually end-to-end, i.e. if you can take one company's trains from A to B and another company's trains from B to C then it makes sense to merge them because you can run one single railroad all the way from A to C and it's much more efficient. But the NYC and Penn were parallel rivals, not end-to-end. They both had a rival route from New York to Chicago and the terms of the merger forced them to keep both lines open. Given that there was barely enough traffic in the age of the automobile and airplane to sustain even one route, let alone two, and they were forced to bear the New Haven's colossal debt and disintegrating track, the resulting financial implosion was inevitable.
As for a company disaster close to my heart, the implosion of Gibson guitars under their useless CEO Henry Juszkiewicz, who took over in about 2000.
Gibsons always carried a huge premium, even above other big names such as Fender, and the company could charge this for two reasons:
1 - A reputation for quality
2 - A string of big-name endorsements from just about every big guitarist in the business
Juszkiewicz set about destroying both those things with abandon. For some mad reason he decided that Gibson needed to become a "lifestyle brand" and sell hi-fis, watches and underpants and other crap, and he cut back on QA in the guitar division to free up funds. Nobody wanted a Gibson watch, and not long after they didn't want Gibson guitars either. Gibsons were coming out of the factory with all sorts of defects - bad wiring, glue leaking out of joins, and worst of all a tendency for the headstock to just fucking snap off because it wasn't built properly. These are $4000 guitars, and they just fucking snap. You wouldn't accept that in a child's beginner guitar, let alone one that costs the same as a good used car.
In order to cut costs further, Gibson started importing wood from ... undocumented sources. They were promptly busted by the feds for using illegal wood from endangered rainforests, then two years later were busted AGAIN for exactly the same thing, a level of stupid that is hard to fathom. The fines did not help their finances.
In the meantime they set about alienating all their endorsees by treating them like garbage, tearing up their contracts and offering less favourable ones, supplying faulty guitars, being impossible to get hold of and generally being massive dicks for no real reason. By 2010 or so, almost every major Gibson endorsee had jumped ship. Metallica went to ESP, Green Day to Fender, along with hundreds of smaller names.
Gibson's rivals saw their chance and pounced. ESP, PRS, MusicMan and others started offering guitars that were just like Gibson's, but better. A 2005 PRS CE-22 is a better guitar than a 2005 Les Paul Standard and costs half as much (and its headstock won't snap either), and sales started to tank. Rather than look at his company's disastrous marketing and QA, Juszkiewicz decided to sue several of Gibson's rivals for copying their designs, and lost.
Juszkiewicz was shown the door in 2018 and Gibson entered Chapter 11. The new CEO announced closure of all the dumb "lifestyle brand" things and an emphasis on QA, but so far from what I've heard their guitars are still shit and the company's future is in doubt.