...IBM Business Consulting Services Challenges for the automotive industry in an on demand environment Seven areas of strategic action Executive brief ibm.com/bcs Contents 1 1 1 3 4 7 Introduction The automotive industry is facing new and pressing challenges. Globalisation, individualisation, digitalisation and increasing competition are changing the face of the industry as we know it. In addition, increasing safety requirements and voluntary environmental commitments by the automotive industry will also contribute to the changes ahead. Size is no longer a guarantee of success. Only those companies that find new ways to create value will prosper in the future. The purpose of this paper is to present a short overview of the automotive industry today and highlight challenges facing the industry. Based on this perspective, we will discuss strategic levers enabling OEMs to transform to on demand enterprises. Introduction Methodology The evolving automotive landscape The on demand challenge Brand management Customer relationship management 10 Core competency management 13 Software management 15 Quality management 17 Product development management 20 Expansion management 22 Strategic steps toward the on demand business 25 Conclusion 25 About the authors 26 About IBM Business Consulting Services 26 References Methodology The information, data and opinions presented in this paper are based on a series of interviews that IBM Business Consulting Services held with...
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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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...better than the simple sum of the parts. — Magda Salarich, CEO, Santander Consumer Finance Introduction On March 25, 2008, Magda Salarich Fernández de Valderrama, the Chief Executive Officer (CEO) of Santander Consumer Finance (SCF), a division of Grupo Santander, looked out across the bank’s shining new campus, the Ciudad Financiera, just south of Madrid. Salarich had been appointed CEO in January 2008 after working for 28 years for the French car producer Citroën, where she had risen through the ranks to the position of international marketing and sales manager for Europe and CEO for Spain. SCF had grown rapidly in the past five years under its former CEO, Juan Rodríguez Inciarte. Salarich’s job would be to chart the way forward for the next ten years. While the United States remained the largest market in the world for consumer finance, the sector had also been growing in the last 20 years within Europe. Inciarte had captured this trend. Under his helm (2002-2008) SCF had grown from a small group of units operating in Spain, Germany and Italy, into one of the largest consumer finance companies. Also, since 2006, Inciarte had invested outside the EU: in the United States, Latin America and Eastern Europe. In four months, Salarich would have to present a new strategy and direction for SCF to Santander’s Chairman and Executive Director, Emilio Botín-Sanz de Sautuola y García de los Ríos, as well as to the other members of the group’s Executive Committee, including Inciarte himself...
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...Economy Anonym PESTEL-Analysis of BMW Seminar paper Bachelor Business Administration Seminar paper Strategic Management Topic: PESTEL-Analysis for BMW Course of studies: Business Administration Table of Content Table of Content ............................................................................................ I Table of Figures............................................................................................ II 1. Introduction ........................................................................................ 1 2. Automotive industry in the 21st century ........................................... 1 3. PESTEL Analysis for BMW ................................................................ 2 3.1 Political ................................................................................................. 3 3.2 Economical........................................................................................... 3 3.3 Social ................................................................................................... 4 3.4 Technological ....................................................................................... 5 3.5 Environmental ...................................................................................... 6 3.6 Legal .................................................................................................... 7 4. Conclusion...
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...Since the late 19 century, British economic relatively declined and its growth rates first fell behind its foreign competitors, such as US and Germany. On the other hand, US became the world’s leading industrial nation before the World War I. It is a fascinating topic that many authors has been trying to unlock this secret. Chandler (1990) has provided his framework of analysis, and he tries to prove that it is the large-scale, managerial enterprises provide countries like US, Germany with international competitive organisational capabilities. From US’s case, managerial enterprise has contributed to the success of leading economics; however, only to a small extent it can be applied in differing national circumstances. There are enormous lacks in Chandler’s analyse. Moreover, different countries have different situation and management characteristics. Managerial enterprises can be applied successfully in US, but it probably can’t be applied successful in nations with different circumstances. In this essay, Chandler’s (1990) study on managerial enterprise will be introduced, and also critically analysed by considering the enterprises and industries in UK, US, Germany and Japan. Firstly, this essay is going to introduce Chandler’s framework of analyse on managerial enterprise, and present how it contribute to German and US’s economic success by referring cases in different industries. This is followed by discussions on the weakness of Chandler’s analysis by referring to other authors’...
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...School of ManagementAssignment Cover Sheetfor submission of individual and group work | Course / Unit Code | Assignment Number | Assignment due date | Group / Session name (if applicable) | BUSM1227 | 1 | 27/02/2012 | Class B | Course / Unit Name | Program Title | International Business | Bachelor of Business (Management) – Full Time | Lecturer / Teacher’s Name | Tutor / Marker’s Name (if applicable) | Wenda Leong | | This statement should be completed and signed by the student(s) participating in preparation of the assignment. Declaration and statement of authorship: 1. I / we hold a copy of this assignment, which can be produced if the original is lost / damaged. 2. This assignment is my / our original work and no part of it has been copied from any other student’s work or from any other source except where due acknowledgment is made. 3. No part of this assignment has been written for me / us by any other person except where such collaboration has been authorised by the lecturer / teacher concerned and is clearly acknowledged in the assignment. 4. I / we have not previously submitted or currently submitting this work for any other course / unit. 5. This work may be reproduced and / or communicated for the purpose of detecting plagiarism. 6. I/we give permission for a copy of my / our marked work to be retained by the School for review by external examiners. 7. I / we understand that plagiarism is the presentation of the work...
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...Export and Trading Partners…………………………………………………………….. 5 2.2 Germany’s Main Economic Sector – The Automotive Industry…………………….. 8 3. The Global Financial Crisis and its effects on Germany……………………….. 9 3.1 What are the origins of the 2008 financial crisis?............................................. 9 3.2 The financial crisis plunged Germany in an economic crisis………………………….11 3.3 Government’s Action to Combat Crisis ………………………………………………………. 16 4. Future Challenges and Outlook for Germany…………………………………...19 5. Conclusion……………………………………………………………………………………….21 6. References……………………………………………………………………………………….22 2 Executive Summary This report provides a concise summary of Germany’s main economic features. It starts off by describing the key sectors and trade patterns that make up German economy. From there, it will further examine how one of the strongest economy in the world was affected by the global financial crisis in 2009, and critically analyze the extensive use of policies used by the German government to counter the crisis. The report will conclude by looking at Germany’s long term key challenges and the prospect of sustainability within the economic context. Germany is Europe’s most industrialized and populous country, accounting for 20% GDP in the EU. Historically Germany is one of the strongest, most advanced economies in the world – branded the lead exporter of machinery, vehicles, chemicals, high-tech household equipment. Among which, the automotive...
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...Contents 1.0 1 INTRODUCTION 1 1.1 BACKGROUND OF GERMANY 1 1.1.0 PEOPLE AND SOCIETY OF GERMANY 1 1.2 INTERNATIONAL TRADE STATUS OF GERMANY 2 2.0 INTERNTIONAL TRADING WITH OTHER COUNTRIES 3 2.1.0 GERMANY’S INTERNATIONAL RELATIONSHIP WITH FRANCE 5 3.0 Data collection and Analysis 6 3.1 Data collection 6 3.2 Analysis 7 3.2.1 IMPORT 7 3.2.2 EXPORT 8 3.2.3 REAL GDP 8 3.2.4 INFLATION 9 3.2.5 UNEMPLOYMENT 10 3.2.6 INTEREST RATE 10 3.2.7 EXCHANGE RATE 11 3.2.8 BALANCE OF PAYMENT 11 4.0 IMPORT AGAINST REAL GDP 12 4.1 IMPORT AGAINST CPI 12 4.2 IMPORT AGAINST UNEMPLOYMENT 13 4.3 IMPORT AGAINST INTEREST RATE 13 4.4 IMPORT AGAINST EXCHANGE RATE 14 4.5 IMPORT AGAINST B.O.P 14 4.6 EXPORT VS REAL GDP 15 4.7 EXPORT VS CPI 15 4.8 EXPORT VS UNEMPLOYMENT 16 4.9 EXPORT VS INTEREST RATE 16 4.10 EXPORT VS EXCHANGE RATE 16 4.11 EXPORT VS B.O.P 17 4.12 IMPORT VS OTHER FACTORS 18 4.13 EXPORT VS OTHER FACTORS 18 5.0 ISSUES AND CHALLENGES OF GERMANY 19 5.1 Exporting German Troubles 19 5.2 Industrial Competitiveness 19 5.3 Paying for Europe 20 6.0 RECOMMENDATION AND CONCLUSION 21 6.1 RECOMMENDATION 21 6.2 CONCLUSION 21 References 22 1.0 INTRODUCTION 1.1 BACKGROUND OF GERMANY Germany which is otherwise called the federal republic of Germany which is additionally the parliamentary republic in the western-focal piece of Europe which comprises of 16 bodies electorate and which has held its predominance. Its capital is Berlin and its landmass covers a zone of 357...
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...Ford Mondeo: A model T world car?1 Michael J. Mol Rotterdam School of Management Erasmus University Rotterdam Room F 4-66 P.O. Box 1738 3000 DR Rotterdam Phone: ++31-10-4081168 E-mail: mmol@fbk.eur.nl 1 The conceptual base of this case study is described in much more detail in: Mol and Koppius (forthcoming). 1 Executive summary This case weighs the advantages and disadvantages of going global. Ford presented its 1993 Mondeo model, sold as Mystique and Contour in North America, as a ‘world car’. It tried to build a single model for all markets globally to optimize scale of production. This required strong involvement from suppliers and heavy usage of new information technology. The case discusses the difficulties that needed to be overcome as well as the gains that Ford expected from the project. New technology allowed Ford to overcome most of the difficulties it had faced in earlier attempts to produce a world car. IT was flanked by major organization changes within Ford. Globalization did not spell obvious success though. While Ford may in the end have succeeded in building an almost global car, it did not necessarily build a car that was competitive in various markets. The Mondeo project resulted in an overhaul of the entire organization under the header of Ford 2000. This program put a heavy emphasis on globalization although it perhaps focused too little on international cooperation and too much on centralization. In terms of Ford’s own...
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...Volkswagen 第二章 Current State of Affairs of Volkswagen 2.1 Business Situation of Volkswagen 2.1.1 Volkswagen 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...
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...An Evaluation Created by: The COGL & M Group Presented to Don Wagner BUS 606 International Business for Entrepreneur January 17st, 2015 Company Profile In 2008, Porsche generated $13.5 Billion in pre-tax sales selling a record 98,652 automobiles and the world considered it an impossible success for CEO (Chef Executive Officer), Wendelin Wiedeking. Upon further investigation, the financial world discovered that the highest paid CEO in Germany had speculated on financial derivatives and successfully used hedge funds to amass this fortune and save the Porsche brand. Porsche was founded in 1931 by Ferdinand Porsche and was initially purely designing cars for automakers. The first Porsche, the 356, was designed and built by Porsche in 1949. The success of the 356 was staggering selling 76,000 cars that same year. Porsche introduced its flagship and most popular model the 911 in 1963. Sales were solid through the 70s and 80s until they plummeted in the 90s with only 14,000 cars sold in 1993. Porsche then introduced Wendelin Weideking as the new CEO of the company to turn this company into the success it is today. This case study will analyze and evaluate Weideking’s successes as the CEO of Porsche. We will also investigate the power of the Porsche brand and the effects of their financial decisions. We will briefly evaluate their competitors, the effects of introducing new products and assess what the future holds for this carmaker. The COGL&M Group will...
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...Laufhütte 2304958 Individual Written Case Study Report in Strategic Management IHS-3-422 London South Bank University 17/12/2003 Table of Contents List of Figures................................................................................. i Introduction ................................................................................... 1 1. The changing world automobile industry .............................. 1 2. Reasons for mergers and acquisitions .................................. 3 2.1. 2.2. Daimler-Benzs’ motives..................................................................... 3 Chryslers’ motives ............................................................................. 5 3. The Post-Merger Integration Structure................................... 7 3.1. 3.2. 3.3. Preparations for the merger .............................................................. 7 Integration Structure of DaimlerChrysler......................................... 7 Expected Synergies ........................................................................... 8 4. Cultural Issues ......................................................................... 9 4.1. 4.2. 4.3. Daimler-Benz’s Culture...................................................................... 9 Chrysler’s Culture ............................................................................ 10 Key Integration Problems and Post-Merger Business Culture .... 11 5. Used Management Approaches to solve the problems ...
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...CASE STUDY OF BMWi INTRODUCTION: BMW start their work as a business entity in 1917. They entered in automobiles in 1928-29. They first significant aircraft engine then they shift their business to motorcycle and then automobile industry. They unveiled two new models, they launch their electric motoring division BMWi. This i3 is an electric small car and on the other hand i8 is a very powerful sports car. They combine the electric motor with the three cylinder combustion engine. For the reduction of weight the car is constructed with the light weight aluminum, in their structure and body from the strong but light carbon fiber. They also have small batteries. BMW are very much cautious about predicting that there will be a demand of electric car in the future. TASK 1 (1a,1b): Reason behind this decision: The reason behind this decision of BMW to make BMWi is that, they have taken preventive measures to reduce the impact of automobiles on the environment. They want to design less polluting cars by making their existing models into the more efficient along with the environmental friendly fuels as vehicles if future. The possibilities of which are as: electric power, hybrid power (combustion engine and electric motors) hydrogen engine. Now the BMWi has all this, it is relatively simple in production process. It does not involve any press shop, welding shop and the paint work is also in a very small quantity. Mr. Robertson insists that it means, “it is much easier to ramp up production...
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...ase study of Tata Motor Acquisition of Jaguar and Land Rover You are Here: Home > Management Case Studies > Case study of Tata Motor Acquisition of Jaguar and Land Rover According to industry analysts, some of the issues that could trouble Tata Motors were economic slowdown in European and American markets, funding risks, currency risks etc. Acquisition of Jaguar and Land Rover provides the company with a strategic opportunity to acquire iconic brands with a great heritage and global presence, and increase the company’s business diversity across markets and product segments.- Tata Motors, in April 2008. “If they run the brands as a British company and invest properly in new product, it will be successful because they are still attractive brands.”- Charles Hughes, Founder, Brand Rules LLC, in 2008. “Market conditions are now extremely tough, especially in the key US market, and the Tatas will need to invest in a lot of brand building to make and keep JLR profitable.”- Ian Gomes, Global Head, Emerging Markets, KPMG, in 2008. Acquisition of British Icons On June 02, 2008, India-based Tata Motors completed the acquisition of the Jaguar and Land Rover (JLR) units from the US-based auto manufacturer Ford Motor Company (Ford) for US$ 2.3 billion, on a cash free-debt free basis. JLR was a part of Ford’s Premier Automotive Group (PAG) and were considered to be British icons. Jaguar was involved in the manufacture of high-end luxury cars, while Land Rover manufactured high-end...
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...12/12/2013 International Business Environment Assen Spassov | Automotive Industry in Germany | Automotive Industry in Germany | Germany’s balance of payments in 2012 Amid a challenging external environment, Germany’s current account surplus grew distinctly in 2012 to 7% of gross domestic product (GDP), which was only slightly below its previous record high in 2007. On the export side, this rise was attributable to the German economy’s ability to hold its own in markets outside Europe despite the significant slowdown in the pace of growth in 2012. This is partially due to the attractive product range offered by German exporters, although the euro’s lower external value also played a role during the period under review. Germany’s strong export performance vis-à-vis non-euro-area countries greatly outweighed the weak demand that its enterprises faced in the euro area. The import side, too, contributed considerably to widening the current account surplus. In particular, the uncertainties emanating from the crisis in the euro area prompted German firms to hold back on their domestic investment, which adversely affected imports. While noticeable progress has been made in terms of correcting the current account imbalances within Europe, the 2012 surplus underlines the fact that, owing to the greater uncertainty it has engendered, the crisis has also hampered efforts to reduce the overall German current account surplus. The increased desire...
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