大众汽车的战略规划英文教育课件

大众汽车的大众汽车的战略规划英战略规划英文文PPTPPT讲座讲座Agendau Introduction -Stoneu Field market research report -Thomasu SWOT Analysis -Cherylu Strategies -Peteru Value chain optimization -Benu Risks&Contingency plan -LibbyHistoryHistory：Introduction1937：Known as“Gesellschaft zur Vorbereitung des Volkswagens”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 in ChinaIts HQ located in Wolfsburg.The largest automobile maker in Europe.The third largest automobile maker in the World.Ownership StructureThe share ownership of Volkswagen AG is distributed as follows:Vision of VolkswagenVision:Future powertrains and fuels for sustainable mobility.Mission of VolkswagenBiologicalBiologicalClimate Climate protectionprotectionSpeciesSpeciesprotectionprotectionPartnershipPartnershipVolkswagen publishes mission statement on biodiversity.Brand portfolioAnnual growthin 000 millionThe Groups sales revenue in 2009 will be lower than in the previous year because of the decline in volume sales.Field Market ResearchField Market ResearchVolkswagen Car Dealer HongQiaoProduct line:Santana*PassatPoloTouran medium-sized cars 34 VW stores in total in SH area*(23%market share in SH)u Measurement of Success Sales by volume(revenue)-sales in total-sales by m2-customer feedback via surveys from JD PoweruTarget customer-Santana:small businesses-Polo:age range:25-35,white collar-Passat:age range:35-50,successful peopleField Market ResearchClassical model of low costs and high profit margin?Constant product lineConstant product lineFew different cars available Occassionally low profit or no profit at all from selling Occassionally low profit or no profit at all from selling VW carsVW cars Instead profit from maintenance and bonuses directly from Instead profit from maintenance and bonuses directly from the companythe companyField Market ResearchRoad 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)Field Market ResearchChallenges 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.g.less than 4%of all VW vehicles are being sold in the Southern region,such as Guangdong province)Field Market ResearchCompetitorsToyota:better after-sales serviceGM:special offers(in general ten to twenty-thousand RMB cheaper);concern about market shareDealers long-term strategyMore market share in China desired Maintain sales at high level and keep loyal customersBetter after-sales serviceField Market Research CTQ Analysisu Safetyu Brand reputationu Priceu Stylingu Oil-consumptionu After-sale serviceAfter-sale service,2.3%Styling,6.7%Price,14.7%Brand,17.6%Safety,52.2%safetybrandpricestylingOilserviceOil-consumption,5.3%PESTAL AnalysisPoliticalEconomicSocialEnvironmentalTechnologicalLegalEconomic：uIncrease in material and energy price in the long run.u Financial crisis 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 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-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 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 increase 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 AnalysisLegal：Tax system Regulations of gas emissionInternal analysis-StrengthuBrand imageuBroad Product portfolio uLeading market share in China market uHigh technology&quality -safetyuNorthern areaDays of Inventory on Hand52,2132,5131,62VWToyotaGMInternal analysis-Weaknessu Southern areau Weak turnover ratiou Bad management and low productivityu Serviceu Low capacity utilizationMuch Higher priceLower competitivenessBad managementWhat do you think are the VWs weakness in China?Survey of 11268 peopleProduct positioningConflict:FAW&SVWinvestmentOthersItemsPercentagenumberSWOT Analysis 20 SWOT Brand image&Product portfolio Leading market share High technology&quality First foreign Auto companyBad management and low productivity-Weak turnover ratio-Low capacity utilization focus on fuel-efficient cars Potential growth rate-increase of purchasing power-More recognition of quality-Changing consumer priorities-Stringent emission regulations-Rising materials energy price-Downturn of economy-Fierce competitionStrengthWeaknessOpportunitiesThreatsStrategy formulation-SO 21 Brand image&Product portfolio Leading market share High technology&quality First foreign Auto companyfocus on fuel-efficient cars Potential growth rate-increase of purchasing power-More recognition of qualityStrengthOpportunities Try to commercialize fuel-efficient vehicles.-Expand in second ties regions-Optimize the portfolio of the product lines.-Expand the distribution channelsSO strategyStrategy formulation-ST 22 Brand image&Product portfolio Leading market share High technology&quality First foreign Auto company-Changing consumer priorities-Stringent emission regulations-Rising materials&labor cost-Downturn of economy-Fierce competitionStrengthThreats-Improve the firms market position-Focus on customer demand and-reduce the competitive threat by developing new flexible product lineST strategyStrategy formulation-WO 23 focus on fuel-efficient cars Potential growth rate-increase of purchasing power-More recognition of quality no cooperation between SH VW&FAW VW-Weak turnover ratio-Low capacity utilization OpportunitiesWeakness Production Line optimization platform combine different product line shareWO strategyStrategy formulation-WT 24-Changing consumer priorities-Stringent emission regulations-Rising materials&labor cost-Downturn of economy-Fierce competition no cooperation between SH VW&FAW VW-Weak turnover ratio-Low capacity utilization ThreatsWeakness-Focus on more oil efficency model&boost maturation-Value chain optimizationWT strategyStrategy choose reason Raw material&labor cost goes upStrategy choose reason Fierce competition More than 80 brands in china meanwhile only 40 in USSales stores earn profits by rebates and serviceMargins in the car dealers space continue to compress 34 4S stores in shanghai which hire almost 5000 personCapacity utilizaiton rate no so high200220032004200520062007200820092010Car demandCar demand（millionmillion）1.122.32.83.84.755.36.1Car supplyCar supply（millionmillion）1.933.94.95.66.77.88.99.8Utilization RateUtilization Rate59%67%60%57%68%70%64%59%63%ProfitProfit7.20%7.20%7%3.70%4.80%5.20%Strategy (2009-2019)Growth of VWStage 1.（2009-2011）sales units:1250,000China localizationPlatform integrationNew products Stage 2.(2012-2016)sales units：1780,000Fuel efficient technologynetwork expansiontriple brand consolidationStage 3.（2016-2019）sales units：2400,000new energy technologyInternal acquisitionLeading brand position2008200920102011201320142017201920202018Value chain optimizationR&DProductionPurchaseR&D center sharing-VW&Porsche-Shang VW and FAWNew creation of Cars by focusing on passenger carssuch as LavidaSupport R&D Localization in chinaPurchase localizationBargaining powerPurchase integration Between FAW and SHWReduce the inventoryLean productionSystem Production localizationSharing platform strategyMarketingLaunch market Campaign Product portfolioMarket strategyService training Service survey and Evaluationstandardization Cost ReductionMarket CampaignServiceValue chain optimizationR&DProductionPurchaseR&D center sharing-VW&Porsche-Shang VW and FAWNew creation of Cars by focusing on passenger carssuch as LavidaSupport R&D Localization in chinaPurchase localizationBargaining powerPurchase integration Between FAW and SHWReduce the inventoryLean productionSystem Production localizationSharing platform strategyMarketingServiceLaunch market Campaign Product portfolioMarket strategyService training Service survey and Evaluationstandardization Cost ReductionMarket CampaignDifficulty and complexity of ImplementationPossibility urgencyProduct portfolio1098765432smalllargeLarge investment on large trucksReduce the output of extremely high endEnter mini-car marketCan do with enough resourcesWait to moveBenefits Revenue increaseReturn of investmentMust do now!Passenger carsMaintain high market share of Audi brand1Must do ASAPBentleyStarGolJettaGolfPassatAudiPOLOLavidaSantana9%*10%MarketGrowthrateMarket share?ScaniaProduct portfolioMixSUVMPVPassenger100,000200,000300,000400,0000TiguanGolf VITypePricing rangeSatigarPlanning vehicles New BoraTouran HybridTouran PassatOthersProduct StrategyAudiMarketing Strategy2009201020112013201420172019202020082018Target units:1.25 millionNew 5types VehiclesExpand distributors 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 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 millionTarget units:2.4 millionTarget units for sale Brand valueMajor risks of auto industry in ChinaThe industrial policys risks-The major policy of auto industry from 2007-2009 in China End of Year of 2007The central government encouraged the governments purchase:energy-saving&carbon emission-reducing cars.Also protected the domestic brand cars to expand.Volkswagen should develop the car model of oil efficient in China market and keep the cars sales at high level.2008.7Required all the car makers to add the uniform fuel consumption identification code.A great challenge for car companies technology and capital.2008.7Required all the car makers to add the uniform fuel consumption identification code Implementation of the carbon emission criteria Europe in ChinaThe new cars entry standard raised.2008.9The central government adjusted the car consumption tax to minimize the burden of emissionVolkswagen must adjust the product structure 2009.1Oil tax started and it will boost the new energy cars salesVolkswagen should use its brand and technology advantages to explore new modelsMajor risks of auto industry in ChinaThe economic riskThe risk of global economic downturn:leads to the sales growth rate and yield rate both declined in China market below the expectationMajor risks of auto industry in ChinaThe industrial 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 performances of other joint-ventures.-The bad assets will bring negative effect on the profit ability and the cash flow in short run.Contingency PlanIn the period of auto industrial transition,Volkswagen should change its competitive structure and the organizational portfolio,and seek the industrial integration.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