《大众汽车的战略规划(英文)课件.ppt》由会员分享，可在线阅读，更多相关《大众汽车的战略规划(英文)课件.ppt（37页珍藏版）》请在三一办公上搜索。
1、Volkswagen-peoples car,Team 6:Stone,Thomas,Cheryl,Peter,Ben,Libby.,Agenda,Introduction-Stone Field market research report-Thomas SWOT Analysis-Cheryl Strategies-Peter Value chain optimization-Ben Risks&Contingency plan-Libby,History：,Introduction,1937：Known as“Gesellschaft zur Vorbereitung des Volks
2、wagens”1938：Renamed“Volkswagenwerk GmbH”1939-1945：Switched to armaments1945-1948：British Military Government in management1948：Returned Volkswagens to Germany.1952：Internationalization1981:Change name“Volkswagen Caminhoes“1985:Shanghai VW was established2005:Established two joint venture companies i
3、n China,Its HQ located in Wolfsburg.The largest automobile maker in Europe.The third largest automobile maker in the World.,Ownership Structure,The share ownership of Volkswagen AG is distributed as follows:,Vision of Volkswagen,Vision:Future powertrains and fuels for sustainable mobility.,Mission o
4、f Volkswagen,Biological,Climate protection,Speciesprotection,Partnership,Volkswagen publishes mission statement on biodiversity.,Brand portfolio,Annual growth,in 000 million,The Groups sales revenue in 2009 will be lower than in the previous year because of the decline in volume sales.,Field Market
5、Research,Field Market Research,Volkswagen Car Dealer HongQiaoProduct line:Santana*PassatPoloTouran medium-sized cars 34 VW stores in total in SH area*(23%market share in SH),Measurement of Success Sales by volume(revenue)-sales in total-sales by m2-customer feedback via surveys from JD Power,Target
6、customer-Santana:small businesses-Polo:age range:25-35,white collar-Passat:age range:35-50,successful people,Field Market Research,Classical model of low costs and high profit margin?Constant product lineFew different cars availableOccassionally low profit or no profit at all from selling VW carsIns
7、tead profit from maintenance and bonuses directly from the company,Field Market Research,Road to SuccessMaintain customer baseKeep sales constant(difficult competition in SH)Financial Crisis has so far had little impactSales are stableOil is cheaperCost of raw material has decreased(steel,glass),Fie
8、ld Market Research,Challenges in the Current EnvironmentHigh demand for low-end carsDifficult market situation in provinces with lower incomeManufacturing cost reductions may affect quality of the end productVolume of maintenance not very highLow sales volume in the North and in the South of China(e
9、.g.less than 4%of all VW vehicles are being sold in the Southern region,such as Guangdong province),Field Market Research,CompetitorsToyota:better after-sales serviceGM:special offers(in general ten to twenty-thousand RMB cheaper);concern about market shareDealers long-term strategyMore market share
10、 in China desired Maintain sales at high level and keep loyal customersBetter after-sales service,Field Market Research,CTQ Analysis,Safety Brand reputation Price Styling Oil-consumption After-sale service,PESTAL Analysis,Economic：Increase in material and energy price in the long run.Financial crisi
11、s Economy grew by 9%in the third quarter of 2008-the lowest level since mid-2003.In 2008,Growth in the auto sector slowed to 6.7%-the lowest level in a decade.Jan.2009,overall car sales were down 14%compared with the same period a year ago(U.S.sales fell 37%).Forecast:shrink for the first time in 20
12、 years.,Political：Stimulus Package for Car Sector mass production of electric cars in big and medium-sized cities targeted subsidies for rural buyers Tax Policy.,Social-Cultural：In western countries,its a century old industry;In China its not even decades old Chinas auto market is far from saturated
13、-especially for private vehicles.Demand continues to grow with the increase of personal wealth More recognition of quality,environment and brand Changing consumer priorities,Technological：Foreign companies bring advanced technologies into China but local technology still lag behind.a 10-billion-yuan
14、 subsidy over the next three years for auto makers that upgrade their technology and develop alternative-energy vehicles.-,Environmental：In 2007,new motor vehicle emission standards,a move that should cut automobile pollutants by 30 percent（equivalent to the Euro III standard）In 2008,Sales tax incre
15、ase in large engine cars.In 2009,sales tax reduction from 10%to 5%(engine 1.6 liters)In 2010，a more stringent standard,equivalent to Euro IV,will take effect,PESTAL Analysis,Legal：Tax system Regulations of gas emission,Internal analysis-Strength,Brand imageBroad Product portfolio Leading market shar
16、e in China market High technology&quality-safetyNorthern area,Internal analysis-Weakness,Southern area Weak turnover ratio Bad management and low productivity Service Low capacity utilization,SWOT Analysis,20,SWOT,Brand image&Product portfolio Leading market share High technology&quality First forei
17、gn Auto company,Bad management and low productivity-Weak turnover ratioLow capacity utilization,focus on fuel-efficient cars Potential growth rate-increase of purchasing powerMore recognition of quality,-Changing consumer priorities-Stringent emission regulations-Rising materials energy priceDowntur
18、n of economy Fierce competition,Strength,Weakness,Opportunities,Threats,Strategy formulation-SO,21,Brand image&Product portfolio Leading market share High technology&quality First foreign Auto company,focus on fuel-efficient cars Potential growth rate-increase of purchasing powerMore recognition of
19、quality,Strength,Opportunities,Try to commercialize fuel-efficient vehicles.-Expand in second ties regions Optimize the portfolio of the product lines.Expand the distribution channels,SO strategy,Strategy formulation-ST,22,Brand image&Product portfolio Leading market share High technology&quality Fi
20、rst foreign Auto company,-Changing consumer priorities-Stringent emission regulations-Rising materials&labor costDownturn of economy Fierce competition,Strength,Threats,-Improve the firms market position-Focus on customer demand and-reduce the competitive threat by developing new flexible product li
21、ne,ST strategy,Strategy formulation-WO,23,focus on fuel-efficient cars Potential growth rate-increase of purchasing powerMore recognition of quality,no cooperation between SH VW&FAW VW-Weak turnover ratio-Low capacity utilization,Opportunities,Weakness,Production Line optimization platform combine d
22、ifferent product line share,WO strategy,Strategy formulation-WT,24,-Changing consumer priorities-Stringent emission regulations-Rising materials&labor costDownturn of economy Fierce competition,no cooperation between SH VW&FAW VW-Weak turnover ratio-Low capacity utilization,Threats,Weakness,-Focus o
23、n more oil efficency model&boost maturation-Value chain optimization,WT strategy,Strategy choose reason,Raw material&labor cost goes up,11%5years 3292yuan,Strategy choose reason,Fierce competition More than 80 brands in china meanwhile only 40 in USSales stores earn profits by rebates and serviceMar
24、gins in the car dealers space continue to compress 34 4S stores in shanghai which hire almost 5000 personCapacity utilizaiton rate no so high,Strategy(2009-2019),Growth of VW,Stage 1.（2009-2011）sales units:1250,000China localizationPlatform integrationNew products,Stage 2.(2012-2016)sales units：1780
25、,000Fuel efficient technologynetwork expansiontriple brand consolidation,Stage 3.（2016-2019）sales units：2400,000new energy technologyInternal acquisitionLeading brand position,2008,Value chain optimization,R&D center sharing-VW&Porsche-Shang VW and FAWNew creation of Cars by focusing on passenger ca
26、rssuch as LavidaSupport R&D Localization in china,Purchase localizationBargaining powerPurchase integration Between FAW and SHW,Reduce the inventoryLean productionSystem Production localizationSharing platform strategy,Marketing,Launch market Campaign Product portfolioMarket strategy,Service trainin
27、g Service survey and Evaluationstandardization,Cost Reduction,Market Campaign,Service,Value chain optimization,R&D center sharing-VW&Porsche-Shang VW and FAWNew creation of Cars by focusing on passenger carssuch as LavidaSupport R&D Localization in china,Purchase localizationBargaining powerPurchase
28、 integration Between FAW and SHW,Reduce the inventoryLean productionSystem Production localizationSharing platform strategy,Marketing,Service,Launch market Campaign Product portfolioMarket strategy,Service training Service survey and Evaluationstandardization,Cost Reduction,Market Campaign,Difficult
29、y and complexity of ImplementationPossibility urgency,Product portfolio,large,Large investment on large trucks,Reduce the output of extremely high end,Enter mini-car market,Can do with enough resources,Wait to move,Benefits Revenue increaseReturn of investment,Must do now!,Passenger cars,Maintain hi
30、gh market share of Audi brand,1,Must do ASAP,Bentley,Star,Gol,Golf,Audi,Santana,9%*,10%,MarketGrowthrate,Market share,?,Scania,Product portfolio,Others,Product Strategy,Marketing Strategy,2009,2010,2011,2013,2014,2017,2019,2020,2008,2018,Target units:1.25 million,New 5types VehiclesExpand distributo
31、rs by 100 of Shanghai VW asWell as 100 of FAWStandardization of 4SStores by professional Training and redecoration,Maintain the 3new Products per year to China(VW,Audi,Skoda)Expand distributors by200of Shanghai VW As well as 150 of FAWLower cost by 10%of itsPassenger carsLower the fuel consumptionBy
32、 18%,Leading brands of(VW,Audi,Skoda)in eachTarget marketExpand distributors by300of Shanghai VW As well as 250 of FAWLower the fuel consumptionBy 27%,Target units:1.78 million,Target units:2.4 million,Target units for sale Brand value,Major risks of auto industry in China,The industrial policys ris
33、ks-The major policy of auto industry from 2007-2009 in China,Major risks of auto industry in China,The economic riskThe risk of global economic downturn:leads to the sales growth rate and yield rate both declined in China market below the expectation,Major risks of auto industry in China,The industr
34、ial integrated risks-Current big car makers have no ability to deal well with the giant business in China.-The conflict of different local governments protectionism will impact on the strategy.The joint-venture risks-“3 auto giants”in US will sell its bad assets globally,and it will affect the perfo
35、rmances of other joint-ventures.-The bad assets will bring negative effect on the profit ability and the cash flow in short run.,Contingency Plan,In the period of auto industrial transition,Volkswagen should change its competitive structure and the organizational portfolio,and seek the industrial in
36、tegration.It is a good time for Volkswagen to be a leading enterprise in auto industry in China market,and eventually defeat other competitors.(like Toyota was in the same situation in 1970th)Innovation in developing new energy cars to dominate the blue ocean market.Further implement localization strategy by acquisition of domestic brands to reduce cost.,Q&A,
