...Introduction: In 1937, the Volkswagen was born in German it is an automobile company, through the 70 years of development it get the public favorite cars of all over the world. The company of Volkswagen means mass consumers can use and buy it; it has ten brands with them own enterprise. Such as Audi Porsche Skoda Bentley Lamborghini Bugatti Volkswagen Skoda Seat, the Volkswagen group’s portfolio is made up with nine successful brands that excite one billion of customers around the globe. In 2010 that groups further sharpened the individual, distinctive image of each individual brand. Focus on American and china most of customers are usually like to buy the car of Volkswagen. In china the company publicity their own culture and across the advertisement to tell the public it is contains one hundred years of brand. And the products high-end brand image at present was most consumers are recognized. Because official business is widely used the car of audi also gives the Volkswagen to promotion their brand in public mind. Analyze: Marketing mix of the Volkswagen in the international The brand of the Volkswagen is the successful marketing in the world. It used the 4ps in the different countries. Covering the international market, subsequent the most important concerns the implementation by touching the 4ps: product price place promotion. It changes the standardization and adaptation in the marketing Product: The Company concerns about the development and renew the product, cause...
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...Executive summary Volkswagen is one of the biggest German automobiles manufacturing company, which operate all over the world. The main aim of the company is to become the first automobile manufacturer by 2018 and India became one of the key “element” in this strategy, since India the second fastest growing automobile market. Volkswagen India operates since 2001 when they presented Skoda brand to the Indian car market. Methodology For the following research was implemented realism philosophy, which means that both positivism and interpretivism approaches were used. The main tool, which was used in this particular research, was secondary data, as India country was chosen as a research area, so collecting primary data was impossible. Mainly the annual reports, journal articles and in some cases books were used. As India was chosen for the research, there was no ability to conduct the survey and use primary data. Situation analysis A. The internal environment Review of marketing goals and objectives * 15% annual growth rate for the next five years * To bring new technologies in car market of India * To increase market share twice, to 7% by 2018 * To explore India car market with new dealerships * Raise brand awareness of the company in India It should be mentioned that in order to increase quantity of customers and prove that Volkswagen is company Indian people could trust, Volkswagen introduces Polo GT TDI in 13 September 2013 with remark “German...
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...in the world, Volkswagen group targeted the Indian market as a great opportunity to increase its global brand awareness and growth. After the company introduced Skoda and Audi in India, Volkswagen was also selected to enter the Indian market as a worthy brand aimed at a different target audience. Clearly, VW had to differentiate itself from the clutter of auto brands to gain the Indian market share, but it is a challenge to convert the brand perception of Indian consumers. By hiring Doyle Dane Bernabach (DDB) Mudra to run the advertising and campaigns, VW successfully took the first step toward winning the Indian market, yet its marketing strategy still faces deficiencies. SWOT Strengths • High-quality products • Strong core values of brand (Innovative, Valuable and Responsible) • Different models target different segments • Understanding of Indian consumers’ insights Weaknesses • Lower brand recognition in Indian • Lack of auto services (fewer dealers) • Limited advertising budget Opportunities • Growing India automobile industry Threats • Increased fierce competition • Over-rated Skoda’s brand perception in Indian • Fast-paced introducing of new models Issues & Suggestions Since VW in India has to transition from the launch stage to the growth stage, building brand recognition is no longer the only main objective for the team. As we look back, there are some issues that VW needs to reconsider...
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...Consumer Behaviour Volkswagen culture:- At Volkswagen, we have set our sights on developing vehicles that are smarter, more fuel efficient and pave the way for a sustainable future. Think Blue is a philosophy that embodies our goal of creating environmentally friendly products and solutions. We believe in making innovative cars consistent with sustainable future.. And the time is now. Advertisement Campaign:- Volkswagen took out two full-page advertisements in the Nav Bharat Timesdated 28th September 2013. The national print campaign featured a small light-sensitive box that vibrated when the reader was on the page, but would automatically turn off when the page is flipped. The ad asked the reader if they could “feel the shiver of excitement??” In the study below I have compared the innovation rich culture of Volkswagen with its “feel the shiver?? Ad campaign. I Tried to find out how effectively it can capture consumer perception by going out of the way to promote POLO and VENTO in India. The Objectives for the advertisement were: First, to create awareness for the brand. Second, is to support sales and bring roughly new cars to the road. Third, if you open the jacket, it's a double spread. Brand Target: The brand basically wants to target upper middle class and rich consumers. * How does the communication capture consumer perception and attention as well as foster learning and memory of the intended interpretation? For a brand like Volkswagen, which is innovation...
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...priorities at Volkswagen of America? The new process for managing priorities at Volkswagen of America provides more transparency and reduces duplicity in projects compared with their old method. Volkswagen established a Project Management Office (PMO) and required business units to prepare the list of proposed projects at the beginning of the year. This was a great first step in highlighting the similarities amongst the projects prior to budgets being set and work being done. It also identified the dependencies of projects on one another and allowed some to be de-scoped for subsequent years. In turn, this reduced the estimated cost from $210 million to $170 million. In phase 2, business units prepared a more formal proposal with information such costs, benefits and how the project links to a business/enterprise goal. While not embraced entirely by some of the groups, this was a good method for aligning IT projects with business strategy. By documenting a more formal proposal, Volkswagen was able to use this detailed information to help narrow down and prioritize projects. During phase 3, executives were asked to indicate the top three projects for the year. These would most likely be applied to the majority of the budget and any other projects would have to figure out a way to get funding or place projects on hold for a year. This more organized structure of prioritizing projects is substantially better than throwing darts in the dark. This process allows Volkswagen to make informed...
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...Volkswagen in America : Managing IT Priorities Introduction: Volkswagen in America is a case which deals with the major issue of projects prioritization and the other issues are budgeting and funding requirements. A change for good in an organisation is necessary to keep it going but sometimes it leads to disappointment. In this case, Volkswagen has recovered by introduction on new models and changes in the organisation and then they recovered by introducing the product diversification and it was successful then it as there was insufficient IT knowledge it started e-Business but IT functions weren’t performing optimally. To overcome this new IT department was established. Dr. Uwe Matulovic, the chief information officer had to face the challenge of creating the IT environment in VWoA and introduced the Process of Prioritization and ‘Business Process, Technology and Organisation’(BPTO). The process of prioritisation was introduced which was logical and managed all the sectors of the organisation. This process is based on the goals of the enterprise. This led to the problems: a) Business units to create a project associating with enterprise goals. b) The business units were trying to influence the project as they wanted their unit to be funded. c) Most of the business units were not considered. d) The projects which were globally important were not funded. e) Most of the employees were self centered they were only thinking about their own business units instead of...
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...For the exclusive use of L. Jobard, 2015. IMB 443 SEEMA GUPTA VOLKSWAGEN IN INDIA In just 4 years since Volkswagen (VW) set up its India operations, it had captured a 3.6% market share – something the Detroit giants had not been able to do after more than a decade in the country (Exhibit 1). VW was the flagship brand of the Volkswagen group, which also owned Audi, Bentley, Bugatti, Lamborghini, Porsche, SEAT, and Skoda. In India, the group was present with Skoda, Audi, and VW. 1 Maik Stephan, Managing Director, Volkswagen Group Sales India said: While three brands give us the collective power, we have to be careful to market them uniquely so that we are not chasing the same customer. i In 2011, the group’s worldwide revenues and net profit were Euro 159 billion and 15.8 billion, respectively. Headquartered in Wolfsburg, Germany, the group operated more than 60 plants around the world. It was the second largest automaker behind General Motors. It had a market share of 12.3% in 2011. Its core markets were Germany and China. It was the market leader in Europe with a 20% market share. It aimed to become the world’s largest automaker by 2018. With a growth of 30% in the Indian automobile industry, India was to play an important role in realizing the group’s global ambitions. ii VW targeted to increase the market share of its flagship brand in India from 3.6% to 5% by 2015. Neeraj Garg, Director, VW Group Sales India said: We have to transition from launch stage to growth stage of...
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...20 NOV 2010 VOLKSWAGE NBHUBANES WAR MARKET SURVEY ON VOLKSWAGEN SUBMITED BY: - GAURA V KUMAR PANDEY Of Regional College Of Management Autonomous, Bhubaneswar Toward The Partial Fulfillment Of Requirement For The Award Of The Degree Of ‘Master Of Business Administration’. UNDER GUIDENCE OF CORPORATE GUIDE SUBHASH C. NATH AAKASH DEEP ASST. PROFFESER SERVICE MANAGER (REGIONAL COLLEGE OF MANAGEMENT)S (BHARAT MOTORS LTD.) | Gaurav Kr. Pandey 1 TABLE OF CONTENTS Chapter no. Page no. Chapter 1 01-06 Includes INTRODUCTION TO THE STUDY.............................................. 02 EXECUTIVE SUMMERY............................................................ 03 INTRODUCTION TO AUTOMOBILE INDUSTORY....................... 04 Chapter 2 Includes 07-34 LITRATURE REVIEW................................................................ 09 INTRDUCTION ABOUT VOLKSWAGEN GROUP........................ 16 DIFFERENT SUBSIDERIES OF VOLKSWAGEN.......................... 18 HISTORY OF VOLKSWAGEN GROUP........................................ 19 INTRODUCTION ABOUT BRAND VOLKSWAGEN...................... 21 HISTORY ABOUT BRAND VOLKSWAGEN................................. 22 INTRODUCTION ABOUT VOLKSWAGEN INDIA......................... 29 ABOUT THE DEALER - BHARAT MOTORS................................. 33 Chapter 3 35-70 Includes OBJECTIVE OF STUDY............................................................. 36 RESEARCH ...
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...Ethical marketing standards for business are important, particularly in the age of the Internet where information is accessible to anyone and may remain online indefinitely. False advertising is a familiar issue, and most business people are aware of the risk of exaggerated product claims, but the main implication is that because of the advertising “watchdogs”, companies indulging in this practice may be caught and punished. Other issues with ethical implications are not as clear-cut, and the consequences, especially for the consumer, may be serious. Vulnerable Audiences In the same way that the use of racial or ethnic groups in advertising can serve to stereotype them, the absence from using these groups in marketing in a multiethnic society can create image and identity problems among those that are excluded. Marketing aimed at children, in particular, is fraught with the risk of causing ethical implications. The targeting of children with fast food and unhealthy snacks can lead children to not want to eat anything else and result in childhood obesity. Only yesterday, the SMH reported the following: “The manufacturer of Nurofen faces millions of dollars in fines but will be allowed to sell painkillers marketed as targeting specific types of pain for another 12 months after a court found they were misleading to customers. The Australian Competition and Consumer Commission took Reckitt Benckiser to the Federal Court in March over products in its Nurofen specific-pain range...
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...people are more willing to spend money on chocolates as there are more types of chocolates available to them. As well as making customers potentially spend more money on products from different countries, companies who import these products have to pay a certain amount of tax to the government for its trading activities, and as a result that’s the reason why for example: American sweets are more expensive. Companies raise the price of their products in order to cover up for the transportation of the product and the taxes imposed by the government on the product. For Volkswagen because they operate in multiple countries it means that they are able to distribute their cars to people from all around the world increasing their profits as well as the governments financial status. Tariffs- In the simplest term a tariff is a tax imposed by the government etc. This is a big factor which could potentially affect Volkswagen as they have to look at how much tax a certain government is imposing on their products. Countries which are under...
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...planning, organizing, leading and controlling. As such, management is crucial to the continued functioning of any organization. According to Mullins, in trying to identify main trends in the development of organisational behaviour and management theory, numerous works of theorists have been categorised into different approaches based on their views of organisations, their structure and management. Stating further that it is possible to identify a number of other approaches, or at least subdivisions of the approaches, and also cross grouping amongst the approaches. This essay will be looking closely at the classical and human relations approaches to management theory .and also critically discuss the application of these theories to the Volkswagen group today. While the former emphasises on purpose, formal structure, hierarchy of management, technical requirements, and common principles of organisation, looking at employees exclusively as a means to achieve the goals and objectives of an organization, the latter seeks attention to...
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...w rP os t S W12772 WAREHOUSING STRATEGY AT VOLKSWAGEN GROUP CANADA INC. (VGCA) op yo Adam Bortolussi wrote this case under the supervision of P. Fraser Johnson solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmittal without its written permission. 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: 2012-03-05 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...
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...Sports Direct Under Fire Over Work Conditions At Company’s Derbyshire Headquarters Ambulances were called out to the Shirebrook, Derbyshire Sports Direct warehouse more than 81 times in the last 2 years. An investigation has been ongoing regarding the work conditions at this firm. BBC has revealed that there were 36 incidents that happened to be life threatening, which was said by staff that were afraid to take time off for being sick. The sportswear company that was founded by Newcastle United owner Mike Ashley, has been criticized for employing 20,000 workers on zero-hours contracts, which accounts for around 90 per cent of the workforce. Among many of the serious incidents that were revealed in the investigation, was a 52 year old man who suffered a stoke at the warehouse’s canteen. His daughter revealed to BBC news that her father was not willing to take the day eve though her had flu like symptoms. She said: “He was so worried about his job he was even scared to take one day sick. What is happening there is not normal.” She added that the family does not blame Sports Direct for his stroke, which left him partially paralyzed. She said people felt they had to work despite feeling unwell for fear of a “six strikes” policy, in which anyone who gets six warnings in six months will lose their job. It is alleged that warnings are issued to workers for taking long toilet breaks, excessive chatting and for having time off for sickness. The chairman of the company, Keith Hellawell...
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...A06-04-0004 PORSCHE EXPOSED BMW says that its decisions on where it locates production are driven by market needs, not currency considerations. Yet it has created natural hedges for itself by producing cars in America and Britain. By incurring costs in these markets, it greatly reduces the currency translation problem. Rival Porsche makes most of its cars in Germany, so its costs are mostly in euros. Yet a large chunk of its revenues come from sales of its sports cars in America. Lacking BMW's natural hedge, Porsche uses financial hedging to minimise the short-term impact of currency swings. “Grappling with the Strong Euro,” The Economist, June 5, 2003, p. 53. The USA represents approximately 50 percent of our total business. There are a few other countries that also use US dollars. This situation will not change much in [the] future. That is why we are hedged against currency fluctuation for the next three to four years. In our books the dollar and the yen are above the actual rates. That allows us time to react to any currency movement. “Porsche Roars Past Sales Targets,” Automotive News Europe, September 22, 2003, p. 20. It was January 2004 and Porsche—the legendary manufacturer of performance sports cars—wished to reevaluate its exchange rate strategy. Porsche's management had always been unconcerned about the opinions of the equity markets, but its currency hedging strategy was becoming something of a lightning rod for criticism. Although the currency...
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...Comparative analysis of 4 brands of small segment cars Brands name: Maruti Swift, Volkswagen Polo, Chevrolet Beat, and Tata Indica Vista. * Maruti swift: it is the India’s largest car maker. And well known for offering pocket friendly cars, which are packed out with numerous features that make the car worth every penny. Maruti India is one of the pioneers of the automobile revolution in India. * Chevrolet beat: The Chevrolet Beat is a small, convenient car that offers looks that set it apart, great drive-ability, compact size and a stunning value-for-money proposition. Available with a choice of petrol and diesel engines, the Beat caters to a wide audience. Apart from being frugal, the Beat's USP lies in its design and futuristic interior styling as well. * Tata vista: The Tata Indica is a supermini car produced by the Indian manufacturer Tata Motors since 1998. It is the first passenger car from Tata Motors and it is also considered India's first indigenous developed passenger car. * Volkswagen polo: The Volkswagen Polo is a supermini car produced by the German manufacturer Volkswagen since 1975. It is sold in Europe and other markets worldwide in hatchback, saloon and estate variants. Analysis on the basis of product, price, place, promotion PRODUCT: * Tata Indica Vista * Maruti Swift * Chevrolet Beat * Volkswagen polo 1. Volkswagen polo: Highlights Engine capacity 1199 cc Fuel Economy (ARAI) ...
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