大眾汽車的戰(zhàn)略規(guī)劃(英文)課件

Volkswagen---people’scarTeam6:Stone,Thomas,Cheryl,Peter,Ben,Libby.Volkswagen---people’scarAgenda

Introduction---StoneFieldmarketresearchreport---ThomasSWOTAnalysis---CherylStrategies---PeterValuechainoptimization---BenRisks&Contingencyplan---LibbyAgendaIntroductionHistory：Introduction1937：Knownas“GesellschaftzurVorbereitung

des

Volkswagens”1938：Renamed“VolkswagenwerkGmbH”1939-1945：Switchedto

armaments1945-1948：BritishMilitaryGovernmentinmanagement1948：ReturnedVolkswagenstoGermany.1952：Internationalization1981:Changename“VolkswagenCaminhoes“1985:ShanghaiVWwasestablished2005:EstablishedtwojointventurecompaniesinChinaItsHQlocatedinWolfsburg.ThelargestautomobilemakerinEurope.ThethirdlargestautomobilemakerintheWorld.History：Introduction1937：KnownOwnershipStructure

TheshareownershipofVolkswagenAGisdistributedasfollows:

OwnershipStructure

TheshareVisionofVolkswagenVision:

Futurepowertrainsandfuelsforsustainablemobility.VisionofVolkswagenVision:MissionofVolkswagenBiologicalClimateprotectionSpeciesprotectionPartnershipBlueMotionTechnologies:apledgetoprotecttheenvironmentEnvironmentalprotectionhasmanyhelpinghandsEnvironmentalprotectionthesmartwaythankstoBlueMotionTechnologiesIt’sapromise:truedrivingpleasureplusenvironmentalprotectionVolkswagenpublishesmissionstatementonbiodiversity.MissionofVolkswagenBiologicaBrandportfolioBrandportfolioAnnualgrowthin‘000€millionTheGroup’ssalesrevenuein2009willbelowerthaninthepreviousyearbecauseofthedeclineinvolumesales.Annualgrowthin‘000€millionFieldMarketResearchFieldMarketResearchFieldMarketResearch

VolkswagenCarDealerHongQiao

Productline: Santana*

Passat

Polo

Touran

medium-sizedcars

34VWstoresintotalinSHarea

*(23%marketshareinSH)FieldMarketResearch

Volkswag

MeasurementofSuccess

Salesbyvolume(revenue)

-salesintotal

-salesbym2

-customerfeedbackviasurveysfromJDPower

Targetcustomer-Santana:smallbusinesses-Polo: agerange:25-35,whitecollar-Passat:agerange:35-50,successfulpeopleFieldMarketResearchMeasurementofSuccess

S

Classicalmodeloflowcostsandhighprofitmargin?ConstantproductlineFewdifferentcarsavailableOccassionallylowprofitornoprofitatallfromsellingVWcarsInsteadprofitfrommaintenanceandbonusesdirectlyfromthecompanyFieldMarketResearch

ClassicalmodeloflowcostsRoadtoSuccessMaintaincustomerbaseKeepsalesconstant(difficultcompetitioninSH)FinancialCrisishassofarhadlittleimpactSalesarestableOilischeaperCostofrawmaterialhasdecreased(steel,glass)FieldMarketResearchRoadtoSuccessFieldMarketReChallengesintheCurrentEnvironmentHighdemandforlow-endcarsDifficultmarketsituationinprovinceswithlowerincomeManufacturingcostreductionsmayaffectqualityoftheendproductVolumeofmaintenancenotveryhighLowsalesvolumeintheNorthandintheSouthofChina(e.g.lessthan4%ofallVWvehiclesarebeingsoldintheSouthernregion,suchasGuangdongprovince)FieldMarketResearchChallengesintheCurrentEnvi

CompetitorsToyota:betterafter-salesserviceGM:specialoffers(ingeneraltentotwenty-thousandRMBcheaper);concernaboutmarketshareDealerslong-termstrategyMoremarketshareinChinadesiredMaintainsalesathighlevelandkeeployalcustomersBetterafter-salesserviceFieldMarketResearch

CompetitorsFieldMarketResea

CTQAnalysis

SafetyBrandreputationPriceStylingOil-consumptionAfter-saleserviceAfter-saleservice,2.3%Styling,6.7%Price,14.7%Brand,17.6%Safety,52.2%safetybrandpricestylingOilserviceOil-consumption,5.3%CTQAnalysisSafPESTALAnalysisPoliticalEconomicSocialEnvironmentalTechnologicalLegalEconomic：Increaseinmaterialandenergypriceinthelongrun.FinancialcrisisEconomygrewby9%inthethirdquarterof2008--thelowestlevelsincemid-2003.In2008,Growthintheautosectorslowedto6.7%--thelowestlevelinadecade.Jan.2009,overallcarsalesweredown14%comparedwiththesameperiodayearago(U.S.salesfell37%).Forecast:shrinkforthefirsttimein20years.Political：StimulusPackageforCarSectormassproductionofelectriccarsinbigandmedium-sizedcitiestargetedsubsidiesforruralbuyersTaxPolicy.Social-Cultural：

Inwesterncountries,it'sacenturyoldindustry;InChinait'snotevendecadesoldChina'sautomarketisfarfromsaturated--especiallyforprivatevehicles.DemandcontinuestogrowwiththeincreaseofpersonalwealthMorerecognitionofquality,environmentandbrandChangingconsumerpriorities

Technological：

ForeigncompaniesbringadvancedtechnologiesintoChinabutlocaltechnologystilllagbehind.a10-billion-yuansubsidyoverthenextthreeyearsforautomakersthatupgradetheirtechnologyanddevelopalternative-energyvehicles.-

Environmental：In2007,newmotorvehicleemissionstandards,amovethatshouldcutautomobilepollutantsby30percent（equivalenttotheEuroIIIstandard）In2008,Salestaxincreaseinlargeenginecars.In2009,salestaxreductionfrom10%to5%(engine<1.6liters)In2010，amorestringentstandard,equivalenttoEuroIV,willtakeeffect

PESTALAnalysisLegal：TaxsystemRegulationsofgasemissionPESTALAnalysisPoliticalEconomInternalanalysis--StrengthBrandimageBroadProductportfolioLeadingmarketshareinChinamarketHightechnology&quality----safetyNorthernareaInternalanalysis--StrengthDaysofInventoryonHand52,2132,5131,62VWToyotaGMInternalanalysis--WeaknessSouthernareaWeakturnoverratioBadmanagementandlowproductivityServiceLowcapacityutilizationMuchHigherpriceLowercompetitivenessBadmanagementWhatdoyouthinkaretheVW’sweaknessinChina?Surveyof11268peopleProductpositioningConflict:FAW&SVWinvestmentOthersItemsPercentagenumberDaysofInventoryonHand52,21SWOTAnalysis

20

SWOT

Brandimage&Productportfolio–Leadingmarketshare–Hightechnology&quality–FirstforeignAutocompany–Badmanagementandlowproductivity-WeakturnoverratioLowcapacityutilization–focusonfuel-efficientcars–Potentialgrowthrate--increaseofpurchasingpowerMorerecognitionofquality-Changingconsumerpriorities-Stringentemissionregulations-RisingmaterialsenergypriceDownturnofeconomy

FiercecompetitionStrengthWeaknessOpportunitiesThreatsSWOTAnalysis20SWOTBrandStrategyformulation-SO

21

Brandimage&Productportfolio–Leadingmarketshare–Hightechnology&quality–FirstforeignAutocompany–focusonfuel-efficientcars–Potentialgrowthrate--increaseofpurchasingpowerMorerecognitionofqualityStrengthOpportunities–Trytocommercializefuel-efficientvehicles.-ExpandinsecondtiesregionsOptimizetheportfoliooftheproductlines.ExpandthedistributionchannelsSOstrategyStrategyformulation-SO21BraStrategyformulation-ST

22

Brandimage&Productportfolio–Leadingmarketshare–Hightechnology&quality–FirstforeignAutocompany-Changingconsumerpriorities-Stringentemissionregulations-Risingmaterials&laborcostDownturnofeconomyFiercecompetitionStrengthThreats-Improvethefirm’smarketposition-Focusoncustomerdemandand-reducethecompetitivethreatbydevelopingnewflexibleproductlineSTstrategyStrategyformulation-ST22BraStrategyformulation-WO

23

–focusonfuel-efficientcars–Potentialgrowthrate--increaseofpurchasingpowerMorerecognitionofquality–nocooperationbetweenSHVW&FAWVW-Weakturnoverratio-LowcapacityutilizationOpportunitiesWeakness–ProductionLineoptimization–platformcombine–differentproductlineshareWOstrategyStrategyformulation-WO23–foStrategyformulation-WT

24

-Changingconsumerpriorities-Stringentemissionregulations-Risingmaterials&laborcostDownturnofeconomy

Fiercecompetition–nocooperationbetweenSHVW&FAWVW-Weakturnoverratio-LowcapacityutilizationThreatsWeakness-Focusonmoreoilefficencymodel&boostmaturation--ValuechainoptimizationWTstrategyStrategyformulation-WT24-ChStrategychoosereasonRawmaterial&laborcostgoesup11%5years3292yuanStrategychoosereasonRawmatStrategychoosereasonFiercecompetition

Morethan80brandsinchinameanwhileonly40inUSSalesstoresearnprofitsbyrebatesandserviceMarginsinthecardealer’sspacecontinuetocompress344Sstoresinshanghaiwhichhirealmost5000personCapacityutilizaitonratenosohigh200220032004200520062007200820092010Cardemand（million）1.122.32.83.84.755.36.1Carsupply（million）1.933.94.95.66.77.88.99.8UtilizationRate59%67%60%57%68%70%64%59%63%Profit7.20%7.20%7%3.70%4.80%5.20%StrategychoosereasonFierceStrategy(2009-2019)

GrowthofVWStage1.（2009-2011）salesunits:1250,000ChinalocalizationPlatformintegrationNewproductsStage2.(2012-2016)salesunits：1780,000FuelefficienttechnologynetworkexpansiontriplebrandconsolidationStage3.（2016-2019）salesunits：2400,000newenergytechnologyInternalacquisitionLeadingbrandposition2008200920102011201320142017201920202018Strategy(2009-2019)GrowthoValuechainoptimizationR&DProductionPurchaseR&Dcentersharing-VW&Porsche-ShangVWandFAWNewcreationofCarsbyfocusingonpassengercarssuchasLavidaSupportR&DLocalizationinchinaPurchaselocalizationBargainingpowerPurchaseintegrationBetweenFAWandSHWReducetheinventoryLeanproductionSystemProductionlocalizationSharingplatformstrategyMarketingLaunchmarketCampaignProductportfolioMarketstrategyServicetrainingServicesurveyandEvaluationstandardizationCostReductionMarketCampaignServiceValuechainoptimizationR&DProValuechainoptimizationR&DProductionPurchaseR&Dcentersharing-VW&Porsche-ShangVWandFAWNewcreationofCarsbyfocusingonpassengercarssuchasLavidaSupportR&DLocalizationinchinaPurchaselocalizationBargainingpowerPurchaseintegrationBetweenFAWandSHWReducetheinventoryLeanproductionSystemProductionlocalizationSharingplatformstrategyMarketingServiceLaunchmarketCampaignProductportfolioMarketstrategyServicetrainingServicesurveyandEvaluationstandardizationCostReductionMarketCampaignValuechainoptimizationR&DProDifficultyandcomplexityofImplementationPossibilityurgencyProductportfolio1098765432smalllargeLargeinvestmentonlargetrucksReducetheoutputofextremelyhighendEntermini-carmarketCandowithenoughresourcesWaittomoveBenefitsRevenueincreaseReturnofinvestmentMustdonow!PassengercarsMaintainhighmarketshareofAudibrand1MustdoASAPDifficultyandcomplexityofIBentleyStarGolJettaGolfPassatAudiPOLOLavidaSantana9%*10%MarketGrowthrateMarketshare?ScaniaProductportfolioMixSUVMPVPassenger100,000200,000300,000400,0000TiguanGolfVITypePricingrangeSatigarPlanningvehiclesNewBoraTouranHybridTouranPassatOthersProductStrategyAudiBentleyStarGolJettaGolfPassatAMarketingStrategy

2009201020112013201420172019202020082018Targetunits:1.25millionNew5typesVehiclesExpanddistributorsby100ofShanghaiVWasWellas100ofFAWStandardizationof4SStoresbyprofessionalTrainingandredecoration

Maintainthe3newProductsperyeartoChina(VW,Audi,Skoda)Expanddistributorsby200ofShanghaiVWAswellas150ofFAWLowercostby10%ofitsPassengercarsLowerthefuelconsumptionBy18%

Leadingbrandsof(VW,Audi,Skoda)ineachTargetmarketExpanddistributorsby300ofShanghaiVWAswellas250ofFAWLowerthefuelconsumptionBy27%

Targetunits:1.78millionTargetunits:2.4millionTargetunitsforsaleBrandvalueMarketingStrategy

20092010201MajorrisksofautoindustryinChinaTheindustrialpolicy’srisks-Themajorpolicyofautoindustryfrom2007-2009inChina

EndofYearof2007Thecentralgovernmentencouragedthegovernment’spurchase:energy-saving&carbonemission-reducingcars.Alsoprotectedthedomesticbrandcarstoexpand.VolkswagenshoulddevelopthecarmodelofoilefficientinChinamarketandkeepthec