...strategy and related tactics were first illustrated by specific examples and then surveyed in light of contemporary public relations and mass communication theories. [China Media Research. 2013; 9(3): 64-73] Key words: Audi, brand, reposition Introduction Audi, a subsidiary of German car manufacturer Volkswagen, entered the Chinese automobile market in 1988. In the late 1990s, or one decade after its China debut, Audi, with the help of Ruder Finn, a New-York based independent PR firm, began to implement a brand repositioning strategy in China. By the mid-2000s, thanks to its unremitting PR efforts, Audi has successfully repositioned itself from a government car brand to a premium car brand targeting successful business professionals (Ruder Finn, 2007). Since the launching of its China production in 1988, Audi was designated as the “premium government car brand” dedicated to serve high-rank government officials. In contrast, middle and low ranking government officials were only allowed to use Red Flags and Santana. Consequently, during the 1990s, Audi was largely perceived as “the government car brand” among Chinese general public (Li, 2005). The implications of such brand image are two-fold. As a government car serving exclusively the high-rank government officials, Audi symbolizes unchallenged status and power. Meanwhile, such...
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...Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; email cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-11-15 It was Tuesday, January 18, 2011, and Kym Meisner, director of warehousing and logistics at Volkswagen Group Canada Inc. (VGCA), was reviewing a presentation by the sales and marketing team regarding the five-year growth plan for both the Volkswagen and Audi vehicle brands in Canada. In her 20 years working for VGCA, Kym had never seen such aggressive growth targets attributed to new car launches, product facelifts and expected increases in year-over-year vehicle sales volume. She had already heard concerns from Dave Cook, the warehouse manager of VGCA’s parts distribution centre in Toronto, Ontario, regarding the limited space available in the warehouse. She wondered to herself how they could possibly make room for the inventory of additional...
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...Passenger Cars 2.1.2 Audi 2.1.3 SEAT 2.1.4 SKODA 2.1.5 Porsche 2.1.6 Bentley 2.1.7 Bugatti, Lamborghini 2.1.8 Ducati 2.1.9 Volkswagen Commercial Vehicles 2.1.10 SCANIA 2.1.11 MAN 2.2 Financial Analysis of Volkswagen 第三章 Case Study of Volkswagen Emission Scandal 3.1 Case Situation 3.2 Cause of Incident 3.3 Consequences for Volkswagen 第四章 Business Analysis of Volkswagen 4.1 SWOT Analysis 4.2 结论（黑体小二） 注释（黑体小二） 参考文献（黑体小二） 附录（黑体小二） 谢辞（黑体小二） Abstract Environmental protection is becoming more and more important throughout the world. So the automobile industry tries to develop vehicles with good and positive emission output. In my thesis paper I will write about the Volkswagen emission scandal which happened this year in September. The Volkswagen Group is one of the biggest automobile manufacturer in the world. However Volkswagen manipulated the emission output through so called defeat devices. Through this fraud Volkswagen lost trust and faith of customers, employees, suppliers, investors, buyers and many other groups. I will try to analyze and explain the reasons why Volkswagen came to this situation. Introduction Volkswagen Group is a German corporation. It manufactures passenger cars, commercial vehicles, motorcycles and engines. It was the largest automobile maker in the world in 2011. The company owns 12 brands, which are Audi, Volkswagen, Bentley,...
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...of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; email cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-03-05 tC It was Tuesday, January 18, 2011, and Kym Meisner, director of warehousing and logistics at Volkswagen Group Canada Inc. (VGCA), was reviewing a presentation by the sales and marketing team regarding the five-year growth plan for both the Volkswagen and Audi vehicle brands in Canada. In her 20 years working for VGCA, Kym had never seen such aggressive growth targets attributed to new car launches, product facelifts and expected increases in year-over-year vehicle sales volume. She had already heard concerns from Dave Cook, the warehouse manager of VGCA’s parts distribution centre in Toronto, Ontario, regarding the limited space available in the warehouse. She wondered to herself how they could possibly make room for the inventory of additional new parts needed to supply the growing network...
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...Chaudhary Charan Singh University ,Meerut. (DEPARTMENT OF FOREIGN LANGUAGE) PROJECT ON GERMANY AUTOMOBILE INDUTRY CERTIFICATE OF PROFICIENCY IN GERMAN LANGUAGE SUBMITTED TO: DEPARTMENT OF FOREIGN LANGUAGE SUBMITTED BY: SHIVANK KAUSHIK ROLL NO. - 111754 INTERNAL EXAMINER EXTERNAL EXAMINER INDEX 1.GERMANY 2.GERMAN GEOGRAPHY 3.AUTOMOBILE INDUSTRY HISTORY 4.PRESENT DAY 5.CURRENT MANUFACTURERS(MAJOR/ MINOR) 6.REFRENCE/SOURCES GERMANY Germany officially the Federal Republic of Germany is a federal parliamentary republic in Europe. The country consists of 16 states while the capital and largest city is Berlin. Germany covers an area of 357,021 km2 and has a largely temperate seasonal climate. With 81.8 million inhabitants, it is the most populous member state and the largest economy in the European Union. It is one of the major political powers of the European continent and a technological leader in many fields...
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...Brand housing: Best practice for brand architecture Manfred Abraham and Abigail Taylor Admap February 2011 Title: Author(s): Source: Issue: Brand housing: Best practice for brand architecture Manfred Abraham and Abigail Taylor Admap February 2011 Brand housing Manfred Abraham and Abigail Taylor Interbrand London House of brands and branded house are the best known options, but there is no onesize-fits-all model for brand architecture. It is important to build a framework based on flexibility. Brands that build strong relationships with their customers are rewarded with higher sales, profits and value over time. The value of the strongest brands continues to rise, according to Interbrand's 2010 best Global brands report – Coca-Cola is worth $70.5bn. Brands that demonstrate their transparency, integrity and authenticity will continue to build successful long-term relationships with their customers. The economic downturn has changed spending behaviour and customers are increasingly more opinionated, savvy and connected. As a result, it has become more important to get your brand architecture and portfolio management spot-on. Brand architecture can typically be described as the branding framework that organises and explains the nature and strategic relationships of each of your brands, working hand-in-hand with your portfolio management. Ultimately, both your architecture and portfolio influence how stakeholders relate and interact with your...
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...Table of Contents Introduction ............................................................................................................................................ 2 Volkswagen emission scandal ............................................................................................................. 2 Internal & External Impact of Volkswagen scandal ........................................................................... 3 1. Internal ................................................................................................................................... 3 2. Car Industry ........................................................................................................................... 3 3. Shareholder ........................................................................................................................... 4 Corporate Social Responsibility Report of Volkswagen .................................................................... 6 General Problem with Corporate Social Responsibility Report ........................................................ 8 Implementing Corporate Social Responsibility ................................................................................ 10 Conclusion ........................................................................................................................................... 11 Appendix .......................................................................................
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...(1)INTRODUCTION When doing business in an international scale, it is important to understand what international business really means. Therefore according to Rugman & Collinson (2012) international business can be defined as “The study of transactions taking place across national borders for the purpose of satisfying the needs of individuals and organizations. Some of the well known International businesses (MNE’s) are Wal-Mart, Toyota Motors, General Motors and Volkswagen for their performance, moreover annual revenue. Decisions with regard to movement in to global arena should be taken with care as there is certain degree of risk involved. There should be value in moving to different markets (eg- An organization may lack the skills needed to make use of the potential-Integrate R&D activities or incompatible cultures The cost of managing complex infrastructure should not –outweigh the benefits of increased scale Some industries posses’ particular globalization challenges for example companies operating in the manufacturing sector (automobile makers) often faces complexities in integration and particularly vulnerable to economic slowdowns which reduces their ability to expand. (Alexander & Korine, 2008) According to Wall & Rees (2004) the factors to be considered when investing abroad can be classified in to four areas-Supply factors, demand factors, Political factors and others. Under supply factors, production costs, Distribution costs and access to key technologies...
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...countries. During 1950s the sale continued to increase, driven by strong export sale to over 100 countries. The completely knocked down (CKD) production sites were set up first in Brazil and Ireland and later in Australia and South Africa. In 1964, they opened another site in Mexico. As the sales of the Beetle were increasing rapidly, there was a necessity to establish new plants in Germany too. In 1968, VW was the world’s fourth largest car company, but over 75% of production was limited only to Beetle. However, after 30 years this model was outdated. Kurt Lotz, Nordhoff’s successor, had no automotive background had vision to expand product line of VW. Kurt Lotz was ousted in 1971 and replaced with Rudolf Leiding who was former head of Audi and VW Brazil. Leiding integrated...
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...ANNUAL REPORT 2003 T R U ST I S A Q U E ST I O N O F Q U A L I TY, M O R E S O TO DAY T H A N EV E R B E F O R E . T H E S U C C E S S O F O U R B R A N D S S P E A K S F O R T H E T R U ST P LAC E D I N O U R P RO D U CT S , P RO D U CT S W H I C H A R E B A S E D O N A S I M P L E P R I N C I P L E T H AT I S T H E F O U N DAT I O N O F O U R E N T I R E C R E AT IV E P RO C E S S – A PA S S I O N F O R CA R S . A PA S S I O N W E WO U L D L I K E TO S H A R E W I T H YO U . > > > E AC H B R A N D I S A WO R L D O F I T S OW N . 4 06 10 12 14 Board of Management/Supervisory Board Report of the Supervisory Board The Board of Management Letter to our Shareholders Group values Financial Communication 18 Volkswagen share 24 Value-based management 26 Corporate Governance 30 40 46 50 53 58 60 66 Management Report Business development Net assets, financial position and earnings performance Volkswagen AG (condensed, according to German Commercial Code) Research and development Business processes Legal matters Risk report Outlook contents 40 ▼ net assets, financial position and earnings performance Sales revenue at prior year level Despite the negative effect of exchange rate movements, the Volkswagen Group generated sales revenue at the level of the previous year. However, earnings reflected unfavourable underlying conditions and special items. 12 ▼ letter to our shareholders Change and progress Our efforts are targeted at the goal of continuously...
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...9-606-003 REV: JUNE 14, 2007 ROBERT D. AUSTIN Volkswagen of America: Managing IT Priorities Dr. Uwe Matulovic, chief information officer (CIO) of Volkswagen of America (VWoA), placed the telephone in its cradle and leaned back in his chair, replaying the just-completed conversation with one of his peers from the Executive Leadership Team (ELT). The call, Matulovic mused, had been similar to three others he had participated in that week, each with a different ELT member. The results of a new prioritization process—a list of IT projects that would be funded in 2004—had been unveiled only a few days earlier. But already a storm was gathering. The phone calls from other executives had common themes. All the callers had expressed concern that high priorities for their areas of the company had not been funded. Some had repeated views expressed during the prioritization process by people who worked for them about supposed categorization mistakes that penalized their business units. And each of the calls had concluded with an informal request to insert an unfunded project (or two) into the IT department’s work plans. “We don’t have to reopen the process,” the most recent caller had said, “but perhaps spare capacity might be applied to make some progress on this project in 2004—we’ve done this before, and it would mean a lot to our area and to the company’s growth plans.” The 10 business units that made up VWoA had proposed more than 40 projects, with funding requirements totaling...
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...2.3. Assess the significance of stakeholder analysis when formulating new strategy 2.3.1. Stakeholder significance grid Internal stakeholder: Manager, Employee “The Volkswagen Group, with its headquarters in Wolfsburg, Germany, is one of the largest automobile manufacturers in the world and the largest carmaker in Europe. The Group operates in more than 62 production plants in Europe, the Americas, Asia and Africa. Around the world, more than 400,000 employees produce about 30,000 vehicles that are sold in 153 countries. We also believe that the powerful principles of diversity and inclusion help us create an environment where each person feels respected and appreciated. This enables us to develop a workplace where employees can realize their full potential and individually and collectively do our best work. In doing so, we can better achieve its full potential too, because Diversity and Inclusion promotes superior business performance and a competitive advantage.” (volkswagen, 2014) Connected stakeholders: * Customer: Volkswagen is a global company so it has a huge of number customer in the world so customer plays an important role in developing process as well as affecting profitability of company. The customer is the foundation of Volkswagen’s success, increasing customer loyalty is important mission of company. * Supplier: Volkswagen cannot success without supplier, company has a wide of supplier around the world and the must to achieve its standard. The production...
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...OPERATIONS MANAGEMENT REPORT ON 1 INDEX * Introduction ………………………………………………………………………………3 * 2 INTRODUCTION COMPANY PROFILE Volkswagen is a manufacturer of passenger and commercial vehicles. The company markets its cars under the following Brands: Volkswagen, Skoda, Bentley, Bugatti, Audi, Seat and Lamborghini. The company is headquartered in Wolfsburg, Germany and employs about 300,100 people. The Group operates 106 production plants in 19 European countries and a further eight countries in the Americas, Asia and Africa. Every weekday, 572,800 employees contribute to produce cars, to keep continuous relationships with customers, suppliers and partners in 153 countries. Volkswagen is a manufacturer of passenger and commercial vehicles. The company’s key products and services include the following: Products: Passenger cars Vans Light trucks Buses Pick ups Campers Brands: Volkswagen Audi SEAT Lamborghini Skoda Bentley Bugatti Some of the company’s data are given below: (* this data is for Volkswagen AG only) Revenues by Geography: Europe, Volkswagen’s largest geographical market, accounted for 44.1% of the total revenues in the fiscal year 2006. Revenues from Europe reached €46,211 million in 2006, an increase of 9.4% over 2005. Germany accounted for 27.2% of the total revenues in the fiscal year 2006. Revenues from Germany reached €28,544 million in 2006, an increase of 10.5% over 2005. North America accounted for...
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...INTI INTERNATIONAL UNIVERSITY FACULTY OF BUSINESS, COMMUNICATION AND LAW MKT 2103 / MKT2105 – CONSUMER BEHAVIOUR AUGUST 2014 INDIVIDUAL ASSIGNMENT (20%) Analyse the case study given and answer the following questions. While most automobile companies talk about bankruptcy, merger, collapse, and liquidation, Volkswagen AG is posting solid earnings. Based in Wolfsburg, Germany, and Europe's biggest automaker by sales, Volkswagen (VW) managed the global eco-nomic recession well by focusing on emerging markets such as China and Brazil and continually reducing costs. VW is the leading auto firm in China, not Toyota or Nissan. VW's market share in Western Europe rose to 20 percent in 2009 from 17.9 percent a year ago. While shrinking demand for new cars in major markets and high raw-material costs, and unfavorable exchange rates have reduced earnings of most European automakers, VW anticipated these conditions through excellent strategic planning and continues to take market share from rival firms worldwide. The German truck maker and engineering company MAN AG is VW's largest single shareholder at 30 percent, and its business too has been good. MAN'S third quarter of 2008 saw profit jump 34 percent, lifted by strong sales of trucks, diesel engines, and turbo machinery. VW is currently spending $1 billion to build a new plant in Chattanooga, Tennessee, for the production of a midsize sedan in 2011 with initial capacity of 150,000 cars annually. VW's plans for 2018 include...
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...Volkswagen Passat was designed in a way that it will stand out and do well in its competition with the Toyota Camry which were also be launched at the same time. Knowing that Camry is the best-selling car in the past 13 years, VW was challenged and thought that they should get out ahead of this launch and win consumers’ interest ahead of the Camry. Therefore, VW came up with their key objectives in achieving their sales goals – To get the consumers talking about the new and redesigned Volkswagen Passat, to exceed the key measures in Nielsen’s post-game study, and to get the consumers’ interest 7-months earlier before it will be on sale. VW came up with the big idea that “The Volkswagen Passat can help you lead a richer life.” One of the reasons for this idea was the fact that car users want something more and beyond normal transportation yet meets their budget, but it is more about the truth that these buyers want to have a car that can help them have a richer life by having the gratification of affording a car for themselves and their families from their hard work – giving them some sort of a status. They chose the 2011 Super Bowl to announce the new Volkswagen Passat and I think that was a very smart thing to do considering that it is the biggest stage in US which will correspond to an enormous number of audiences. They also made an advertisement entitled “The Force” which clearly used one of the product’s features – the keyless remote start. They involved in the story...
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