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Vwb Brazil

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Challenges of VWB when becoming CEO:
Before Thomas Schmall was appointed CEO in 2007, he already gained knowledge about Brazil and the subsidiary while reorganizing production in 1999 to 2003 until he was sent back to Europe. This crucial fact helped him quickly adjust to the different company cltre4 strategy and overall mindset existing in Bra5il. Before analy5ing the challenges he faced as #$% in )2204 the 6estion arises why he didn*t res!ond to the known !ro"lems dring his for years working in #riti"a( VWB wold have saved enormos resorces4 if they had rigorosly res!onded to the !ro"lems earlier. Ths VWB sffered eight consective years from losses4 lost market share tremendosly4 made the s"sidiary "reacratic and created an atmos!here of a!!rehension and insta"ility among the workers4 as .89. Senn &V -man ;esorces' commented.

Before Thomas Schmall was appointed CEO in 2007, he already gained knowledge about Brazil and the subsidiary while reorganizing production in 1999 to 2003 until he was sent back to Europe. This crucial fact helped him quickly adjust to the different company culture, strategy and overall mindset existing in Brazil. Before analyzing the challenges he faced as CEO in 2007, the question arises why he didn´t respond to the known problems during his four years working in Curitiba? VWB would have saved enormous resources, if they had rigorously responded to the problems earlier. Thus VWB suffered eight consecutive years from losses, lost market share tremendously, made the subsidiary bureaucratic and created an atmosphere of apprehension and instability among the workers, as J.-F. Senn (VP Human Resources) commented.
Problems that Schmall had to cope with can be divided in external and internal ones. Before tackling internal problems, external obstacles need to be analyzed. Their impact has a vital influence on internal

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