STRENGTHS : 1. Volkswagen has a strong global presence i.e currently operating in 153 countries worldwide and it was known to be the 3rd biggest auto manufacturer industry in 2012. 2. The company has a strong diversified portfolio. The brand owns and sells about 13 auto motive brands like Audi‚ Bentley etc. By providing a wide portfolio the brand has catered to needs of all types of customers. 3. Volkswagen is one of the oldest car manufacturers and still has a strong rapid growth in the market
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Analysis In order to draw a conclusion for VW’s stock rating‚ SWOT analysis is conducted in this part. Strengths High product quality Strong brand equity VW group’s brand portfolio includes Audi‚ Bentley‚ Bugatti‚ Lamborghini‚ SEAT‚ 49.9% of Porsche‚ Giugiaro‚ Škoda marques and the truck manufacturer Scania and MAN. (VW Homepage‚ 2012) Strong R&D Weaknesses High costs for implementing the new modular technology (Just-auto‚ 2012) Inadequate focus on shareholder interests (VW Corporate Governance
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Volkswagen and Porsche - Corporate Finance Case study: Mergers & Acquisitions of listed companies by Joachim Häcker What is the macro view of this case study? Small fish tries to eat big fish (financial figures are end of 2005 and rounded): VW: Market cap: €16 bn Book value: €24 bn Cash and cash equivalent: €8 bn (+€4 bn marketable securities) Porsche: Market cap: €11 bn Book value: €3.4 bn Cash and cash equivalent: €3.6 bn VW Porsche case study – by Joachim Häcker Seite 1
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Thi Quynh Tran MGT 6203.21 Strategic Management Amberton University Dr. Steve Tidwell Carnival Case Study April 26‚ 2014 Case Abstract Volkswagen AG is the world’s leading automobile company‚ headquartered in Germany. During the recession‚ when other competitors lost dramatically‚ Volkswagen utilized excellent strategic planning to survive through the recession and earn profits. By expanding the business in the emerging market like China and Brazil‚ the company proved the strong growth‚
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Porsche 1. How does Porsche differ – operating structure‚ financial results‚ etc. – from other major European-based auto manufacturers? To begin with Porsche is a privately owned company controlled by the Porsche and Piéch family. They hold all the 8.75 million voting shares while mainly large institutional investors hold the other 8.75 million non-voting shares. Despite the fact that stock exchange and analysts’ requests more frequent and more detailed financial reporting Porsche is not
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How professional marketers manipulate customers into buying more than they really need? Person 1: Let me begin with a simple example: If given these 3 options‚ which option would you most likely choose? * Coke - 12k * Burger - 22k * Burger + Coke - 22k Most people would skip the burger-only option and also skip the coke-only option and go for the burger-and-coke option‚ right? Who would want to buy the Burger option alone when both the burger and coke option is offered for the same
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worst: Saab broke a record by spending $6‚200 on incentives per vehicle sold in 2007. These incentives crush industry wide profit margins‚ which on average stand at a low 5%. The luxury market has fewer players‚ such as Audi‚ BMW‚ Lexus‚ Mercedes‚ and Porsche. They use fewer gimmicks such as fat rebates or 0% financing‚ and their margins are at a relatively hea1thy 10%. Life in the ultra-luxury market seems to be most tranquil. Competition is more "gentlemanly‚" and changes come at a glacial pace. The
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1) Do you believe that Porsche’s management is appropriately concerned with stockholder wealth? Does Porsche’s ownership structure work to the benefit or detriment of public shareholders? Although Porsche is publicly traded‚ the company is controlled by only two stockholders‚ the Porsche and Piéch families. As the quotation by Holger Härter makes clear‚ the two families hold exclusive shareholder influence over management. An interesting point for class discussion is whether the families actually
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3. Factors influencing the ability to win orders These are graphically presented as a model of five performance objectives of order winners. The five elements have been expanded into multiple dimensions of the five objectives by Andy Neely in 2007 as pictured in the table below: The multiple dimensions of the five operations performance objectives Understanding of the order winners and their distinguished five operations performance objectives would have major influence on the company’s strategy
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Chosen Article: The Dark side of lean‚ Daniel Mehri Chosen Industry: Automobile Section 1: Discussion of Advice/Theory Daniel Mehri worked as an engineer in a Toyota related company for three years. Mehri found his experience and observation of the day to day operation of the Toyota business to contrast starkly with how it had been portrayed by numerous publications. Up to that point almost all case studies published on the Toyota way celebrated the success of the Toyota Production System (TPS)
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