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    Volkswagen: Thanapat Naknouvatim Thanat Kerdmeungsamut Phanaphorn Singhara Na Ayudhaya Bei Dong

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    Dũng Nguyễn
    The document discusses Volkswagen's merger with Porsche and the challenges of operating in China. It summarizes that Volkswagen aims to use the merger to (1) expand sales volumes and use Porsche's network to sell luxury Volkswagens, and (2) achieve cost efficiencies of approximately €700 million annually through shared purchasing, technology, administration and financial services. It also notes the cultural challenges Volkswagen faces in China due to differences in power distance, individualism, masculinity and long-term orientation based on Hofstede's cultural dimensions. Volkswagen addresses people issues in China through training, skills development and an ideas management program.

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    Volkswagen: Thanapat Naknouvatim Thanat Kerdmeungsamut Phanaphorn Singhara Na Ayudhaya Bei Dong

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    Dũng Nguyễn
    210 views11 pages
    The document discusses Volkswagen's merger with Porsche and the challenges of operating in China. It summarizes that Volkswagen aims to use the merger to (1) expand sales volumes and use Porsche's network to sell luxury Volkswagens, and (2) achieve cost efficiencies of approximately €700 million annually through shared purchasing, technology, administration and financial services. It also notes the cultural challenges Volkswagen faces in China due to differences in power distance, individualism, masculinity and long-term orientation based on Hofstede's cultural dimensions. Volkswagen addresses people issues in China through training, skills development and an ideas management program.

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    Volkswagen Presentation

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    The document discusses Volkswagen's merger with Porsche and the challenges of operating in China. It summarizes that Volkswagen aims to use the merger to (1) expand sales volumes and use Porsche's network to sell luxury Volkswagens, and (2) achieve cost efficiencies of approximately €700 million annually through shared purchasing, technology, administration and financial services. It also notes the cultural challenges Volkswagen faces in China due to differences in power distance, individualism, masculinity and long-term orientation based on Hofstede's cultural dimensions. Volkswagen addresses people issues in China through training, skills development and an ideas management program.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    Download as pptx, pdf, or txt
    210 views11 pages

    Volkswagen: Thanapat Naknouvatim Thanat Kerdmeungsamut Phanaphorn Singhara Na Ayudhaya Bei Dong

    Uploaded by

    Dũng Nguyễn
    The document discusses Volkswagen's merger with Porsche and the challenges of operating in China. It summarizes that Volkswagen aims to use the merger to (1) expand sales volumes and use Porsche's network to sell luxury Volkswagens, and (2) achieve cost efficiencies of approximately €700 million annually through shared purchasing, technology, administration and financial services. It also notes the cultural challenges Volkswagen faces in China due to differences in power distance, individualism, masculinity and long-term orientation based on Hofstede's cultural dimensions. Volkswagen addresses people issues in China through training, skills development and an ideas management program.

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    of 11

    CIM

    Volkswagen

    Thanapat Naknouvatim Thanat Kerdmeungsamut Phanaphorn Singhara Na Ayudhaya Bei Dong Yaruo Jing Dung Nguyen

    VOLKSWAGEN & PORSCHE:MANAGING MERGERS


    1)Expansion to be growth and strong
    Targeted volume increase-150k units p.a. Use of Porsches distribution network for Volkswagen-luxury customers Extension of Porsche model line up

    Phanaphorn Singhara Na

    VOLKSWAGEN & PORSCHE:MANAGING MERGERS

    2)Cost efficiencies

    Purchasing + sharing new technology Administration Sales revenue and Operating profits Financial extra services
    Approximately 700 million p.a. long-term operating profit improvement

    Thanapat Naknouvatim

    OWNERSHIP
    Divisions, subsidiaries and marques
    The Volkswagen Group comprises ten active automotive companies

    Audi AG, Audi Group and the Audi marque 99.55% ownership; the Audi marque is the sole active marque of the former Auto Union Audi AG wholly owns the private high performance subsidiary company Automobili Lamborghini S.p.A. and the Lamborghini marque 100% ownership by Audi AG; company was bought in June 1998 Bugatti Automobiles S.A.S. and the Bugatti marque 100% ownership via the Volkswagen France subsidiary, Bugatti Automobiles S.A.S. was created after Volkswagen Group purchased the right to the Bugatti marque SEAT S.A. AND THE SEAT marque 100% ownership since 1990, being the first non-German subsidiary of the Volkswagen Group Skoda Automobilova and the Skoda marque 100% ownership since 2000; initially in 1991 a co-operation agreement and 30% ownership;[16] 60.3% and 70% ownership on 1994 and 1995 respectively

    CONTINUOUS
    Volkswagen Passenger Cars, And the Volkswagen marque the founding marque of the company, 100% ownership Commercial Vehicles (VWCV), or German Volkswagen Nutzfahrzegue (VWN) 100% ownership; started operations as an independent entity in 1995 Scania, AB
    Acquired July 2008 becoming the 9th marque of the Group,[1] 70.94% of voting rights as of 30 November 2009 MAN, SE Acquired July 2011 becoming the 10th marque of the Group, 55.9% of voting rights as of 4 July 2011 Source : Wikipedia.org/volkswagen

    By Thanat Kerdmeungsamut

    ECONOMIC
    1986 2003 2008 2009 2010 Deliveries to Customers(thousand units) Vehicles Profits (GDP) 0.26 0.68 1.02 1.4 1.9

    30,000 15m

    400,000 184m

    720,000 395m

    1.2m 831m

    1.5m 1,907m

    SOURCE: VOLKSWAGEN GROUP CHINA

    CHINA CAR MARKET

    SOURCE: TECHNOASSOCIATES,INC.2011

    BY KIM

    CULTURAL CHALLENGES
    Bei Dong
    140 120 100 80 60 40 20 0 PDI IDV MAS UAI LTO China Germany

    United State
    South Africa

    (Geert Hofstede, 2012)

    Country China

    PDI 80

    IDV 20

    MAS 66

    UAI 40

    LTO 118

    Germany
    United State South Africa

    35
    40 49

    67
    91 65

    66
    62 63

    65
    46 49

    31
    29 0

    Power Distance (PDI) Individualism versus Collectivism (IDV) Masculinity versus Femininity (MAS) Uncertainty Avoidance (UAI) Long-term versus short-term orientation (LTO)

    PEOPLE ISSUES
    Volkswagen HR strategy: Securing outstanding performance, generating success and giving employees a share in the profits are central to Volkswagens HR strategy. Steps: 1.training and skills development 2.skills development in Volkswagen group 3.international skills development 4.ideas management

    By Yaruo Jing

    REFERENCES

    Datamonitor(2007).Global Automobile Manufacturers. Available from: http://dbic.datamonitor.com/industries/profile/?pid=58D54953-649F-4782-88DD-4D2A12F30795 [accessed 13/03/2012] FAW-VW (2007) FAW-VW Overview. Available from: http://www.faw-volkswagen.com/en/index.php [accessed 13/03/2012] Hofstede, 2012. National Culture. Itim International. Available from: http://geert-hofstede.com/countries.html [Accessed 11 March 2012] VW (2010) Volkswagen AG Annual Report 2010 Available from: http://gb.volkswagen.de/fileadmin/g_bericht/pdf/en/Gbericht_2005_en.pdf [accessed 13/03/2012] VW(2011).Volkswagen employment. Available from: http://www.volkswagenag.com/content/vwcorp/content/en/sustainability_and_responsibility/society/Empl oyment.html [accessed 13/03/2012]. Wikipedia contributors (2012). Volkswagen. Wikipedia, the Free Encyclopedia. Available from: http://en.wikipedia.org/w/index.php?title=Volkswagen&oldid=48785663 [accessed 13/03/2012] .

    THANK YOU FOR LISTENING

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