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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Globalizing Volkswagen: Creating Excellence on All Fronts
內容大綱
The Beetle made Volkswagen (VW) a household name all over the world for more than 50 years. But in the early 1990s, the VW Group, with its Audi, Seat, and Skoda brands, was in bad shape: a high cost base, costly duplications between the different car brands, and a weak model line-up had led profits to decline by 85% in 1992. At this point, Ferdinand Piech, CEO of Audi, was asked to take over as CEO of the VW group. The company ended 1993 with a loss of almost 1 billion eurodollars. In 2001, the group's net income increased to a record-breaking 2.9 billion eurodollars. Between 1993 and 2001, sales were up from 39.1 billion to 88.5 billion eurodollars, with international sales increasing from 55% to 72%. VW Group's turnaround included making Audi a premium brand, saving Seat from near bankruptcy, and transforming Skoda Auto from a cheap eastern European car maker into a respected player. According to Business Week, VW was "one of the world's best car companies." Describes the transition from 1993 to 2001. Takes readers through VW's successful implementation of a platform manufacturing system, its globalization strategy, the move upmarket, and many innovations along the business system.