International business strategy in

contemporary corporations on the

example of Volkswagen AG

Made by students of 3rd semester of IBM:

Kyrylets Danyl
Brataniuk Vladyslav
Content of work
1. History
1.1. The history of Volkswagen 1940-1960
1.2. Volkswagen’s 1960-1980
1.3. Volkswagen’s 1980-2000+
2. Father of Volkswagen
3. Kind of activity
4. One of the leading multibrand groups in the automotive industry
5. Structure of management
6. Sales revenue and profit target
7. Volkswagen emissions scandal
8. Analysis of external environment: SWOT
9. Analysis of external environment: PESTEL
10. Strategies undertook by the VW nowadays
11. Description of strategy
12. Benefits from introducing the strategy
13. References
 History
Volkswagen was originally established in 1932 by the German Labour Front
(Deutsche Arbeitsfront) in Berlin. In the early 1930s, the German auto
industry was still largely composed of luxury models, and the average
German could rarely afford anything more than a motorcycle. As a result,
only one German out of 50 owned a car. Seeking a potential new market,
some car makers began independent "people's car" projects – the
Mercedes 170H, Adler AutoBahn, Steyr 55, and Hanomag 1.3L, among
others.
 THE HISTORY OF VOLKSWAGEN
1940-1960
By the 40s, Volkswagen shifted its
interest into producing military vehicles.
It was during this time that the famous
Type 82 Kubelwagen, or as it is popularly
known, the ‘Bucket Car’, utility vehicle
was introduced.
In 1949, Volkswagen introduced its famous
‘split rear window’ sedan, which
immediately gained a lot of success around
Germany. Four years later, the Volkswagen
Cabriolet made its debut and the production
of the Type 1 Beetle exceeded one million.

According to German historians, during the war, most of

the vehicles manufactured at the Volkswagen plant used
slave labor. It is said that 15,000 slaves helped the
company manufacture military vehicles and this meant
almost 80% of the company’s wartime workforce was
free labor.
 Volkswagen’s (1960-1980)
Towards the end of the 60s, Volkswagen merged two
previous purchased automotive companies, namely
NSU Motorenwerke and Auto Union. This merger of
the two companies led to the creation of Audi as we
know today. Therefore, Volkswagen became the
owner and introduced Audi as its own luxury car
brand.

Volkswagen introduced its second-famous vehicle,

the Golf. Additionally, Volkswagen signed a project By 1968, the company had gained so much fame that
agreement for opening a new factory in the US for Disney released the ‘Love Bug’ film about Herbie,
production of the Rabbit A.K.A the ‘Golf’ in Europe. which was a VW Bettle that had a mind of its own.
Volkswagen’s (1980-2000+)
In 1982, Volkswagen made its first step
to expanding outside Germany and
signed an agreement with SEAT, S. A., a
famous Spanish automobile
manufacturer.

In 1998, the new Beetle made its debut which was clearly
manufactured to bring back the famous Beetle back from
the dead.
. By 2003, Volkswagen finally ended production of the
Type 1 Beetle and shipped its 21,529,464th model to the
Volkswagen Museum in Wolfsburg.
FATHER OF VOLKSWAGEN
Was an automotive engineer and founder of the Porsche car company.
He is best known for creating the first gasoline-electric hybrid vehicle
(Lohner-Porsche), the Volkswagen Beetle, the Mercedes-Benz SS/SSK,
several other important developments and Porsche automobiles.
An important contributor to the German war effort during World War
II, Porsche was involved in the production of advanced tanks such as the
VK 4501 (P), Tiger I, Tiger II, Elefant, and Panzer VIII Maus, as well as
other weapon systems

In June 1934, Porsche received a contract from

Hitler to design a "people's car" (or Volkswagen), Ferdinand Porsche(3 September
following on from his previous designs such as the 1875 – 30 January 1951)
1931 Type 12 car designed for Zündapp. The first
two prototypes were completed in 1935. These
were followed by several further pre-production
batches during 1936 to 1939. The car was similar to
the contemporary designs of Hans Ledwinka of
Tatra, in particular the Tatra V570 and Tatra 97.
KIND OF ACTIVITY
It develops vehicles and components for
the Group’s brands, but also produces and
sells vehicles, in particular passenger cars
and light commercial vehicles for the
Volkswagen Passenger Cars and
Volkswagen Commercial Vehicles brands.
In its function as parent company,
Volkswagen AG holds direct and indirect
interests in AUDI AG, SEAT S.A.,
ŠKODA AUTO a.s., Scania AB, MAN SE,
Dr. Ing. h.c. F. Porsche AG, Volkswagen
Financial Services AG and a large number
of other companies in Germany and
abroad.
 One of the leading multibrand groups in The business
the automotive industry activities of the
various
companies in the
The Volkswagen Group is one of Volkswagen
the leading multibrand groups in Group focus on
the automotive industry. The developing,
Company’s business activities producing and
selling passenger
comprise the Automotive and cars, light
Financial Services divisions. All commercial
brands in the Automotive vehicles, trucks
Division – with the exception of and buses.
the Volkswagen Passenger Cars
and Volkswagen Commercial
Vehicles brands – are legally
independent separate companies.
 Types of goods

• The product portfolio ranges from motorcycles to fuel-efficient small

cars and luxury vehicles.
• Other business fields manufacture large-bore diesel engines and special
gear units, among other things.
• In the commercial vehicles segment, the offering begins with small
pickups and extends to buses and heavy trucks. A broad range of
financial services rounds off the offering..
Where does Volkswagen operate?
With its brands, the Volkswagen Group has a
presence in all relevant markets around the
world. Western Europe, China, Brazil, the USA,
Russia and Mexico are currently the key sales
markets for the Group.
Structure of management
Volkswagen AG and the Volkswagen
Group are managed by
Volkswagen AG’s Board of
Management in accordance with the
Volkswagen AG Articles of Association
and the rules of procedure for
Volkswagen AG’s Board of
Management issued by the Supervisory
Board.
The Group Board of Management
The Group Board of Management, was formed to support the work of
the Board of Management, ensures that Group interests are taken into
account in decisions relating to the Group’s brands and companies
within the framework laid down by law.

This body consists of the members of

Volkswagen AG’s Board of Management, the
chairmen of the larger brands and selected top
managers with Group management functions.
strategic management
Volkswagen’s strategic management is largely conducted at Group level by various
committees. These committees, which are composed of representatives both of the
relevant central departments and the corresponding functions in the Company’s
business areas, cover the following basic functions, among other things: product
planning, investment, liquidity and foreign currency, and management issues.
 Structure of management(2)
Each brand in the Volkswagen Group is
managed by a board of management, which
ensures its independent development and its
business operations. This allows Group-
wide interests to be pursued while at the
same time safeguarding and reinforcing
each brand’s specific characteristics.
 Sales revenue and profit target
• The Volkswagen Group increases deliveries to customers by 4.2 percent year-on-year in the first
nine months, despite challenges presented by the WLTP test procedure
• Group sales revenue up by 2.7 percent to EUR 174.6 billion due to volume-related factors
• At EUR 13.3 billion, the operating profit before special items remained at the previous year's level
• Slight increase in operating profit to EUR 10.9 billion – negative special times in connection with
the diesel issue amount to EUR 2.4 billion, following the previous year’s EUR 2.6 billion
• Profit before tax improves by EUR 2.2 billion to EUR 12.5 billion
• Net liquidity in the Automotive Division at EUR 24.8 billion
• CEO Herbert Diess: “The development in the first nine months of the current fiscal year is
encouraging. We are still facing major challenges.”

Dr. Herbert Diess, Chairman of the Board of Management of Volkswagen AG, explained:
“The development in the first nine months of the current fiscal year is encouraging. We
are still facing major challenges, that we and the entire automotive sector have to
overcome. As we are currently in the midst of a groundbreaking transformation, we have
to continue picking up the pace.”
 Volkswagen emissions scandal
The Volkswagen emissions scandal (also called
"emissionsgate“ or "dieselgate") began in
September 2015, when the United States
Environmental Protection Agency (EPA) issued a
notice of violation of the Clean Air Act to German
automaker Volkswagen Group.
The agency had found that Volkswagen had
intentionally programmed turbocharged direct
injection (TDI) diesel engines to activate their
emissions controls only during laboratory
emissions testing which caused the vehicles' NO
output to meet US standards during regulatory
testing, but emit up to 40 times more NO in real-
world driving. Volkswagen deployed this
programming software in about eleven million cars
worldwide, including 500,000 in the United States,
in model years 2009 through 2015.
 VW's response

• With VW recalling millions of cars worldwide from early next year, it

has set aside €6.7bn (£4.8bn) to cover costs. That resulted in the
company posting its first quarterly loss for 15 years of €2.5bn in late
October.
• But that's unlikely to be the end of the financial impact. The EPA has
the power to fine a company up to $37,500 for each vehicle that
breaches standards - a maximum fine of about $18bn.
• The costs of possible legal action by car owners and shareholders
"cannot be estimated at the current time", VW added.
 Analysis of external environment: SWOT
Strengths Weaknesses
1. Widest product portfolio among all 1. Image and reputation tarnished by
automobile companies diesel scandal
2. Strong global reach and presence 2. Reduced operating profits due to
3. Futuristic program – “Together – increased compliance issues
2025 Strategy”
4. Brand image
5. Increased sales revenue
6. Focus on technological innovation
7. Human resource management

Opportunities
1. Growing demand for passenger cars
in Asia Pacific
2. Sustainable technology
3. Restructuring and partnerships
Threats
1. Heavy competition
2. Legal and compliance issues
3. Economic fluctuations
Strengths
Large product portfolio
• Its product portfolio is made of 12 automotive brands
such as – Volkswagen, Volkswagen commercial
vehicles, Audi, Seat, Skoda, Bentley, Bugatti,
Lamborghini, Porsche, Scania, Man and Ducati.
• the brand offers financial services which include Dealer
and customer financing, Leasing, Direct bank
Insurance, Fleet management and Mobility offerings.
Main point: A large product portfolio can be beneficial in
terms of business and can help bear several types of
pressures. Sometimes if sales across one brand or product
declines, it can again be higher across other category.
Strong global reach and presence
• wide product portfolio and huge cash reserves has
allows to expand very fast comparing to its competitors.
• The company has operations in around 150 countries
with 100 manufacturing plants spread across 27
countries.
• Volkswagen cars carry the trust factor of “German
Engineering” under its hood which is enough for the
peace in the mind of its customers.
Main point: As one of the oldest and largest automobile
manufacturer, the German company commands a lot of
influence over the globe over other automobile
manufacturers like Toyota, Honda, General Motors, etc.
with its superior technology giving much better quality of
cars than other car companies.
Futuristic program – “Together –
2025 Strategy”
After diesel emission scandal, the company introduced a
new futuristic strategic plan that would focus on delivering
key objectives by 2025:
• Under this strategy, the company envisages to introduce
30 electric cars by 2025.
• Volkswagen calls this strategy as the ‘major company
electrification’.
• Before this strategy, the company never invested in
research and development of next-generation electric
cars.
Main Point: As a part of this strategy, the company will do
research and development to achieve competence in battery
technology, digitalization and self-driven cars.
Brand image
For any major brand, its brand image is one of its most
important strengths.
• Volkswagen is among one of the most popular automotive
brands of this world. (2nd after Toyota, according to “MBA
Skool”)
• Volkswagen produce premium and luxury cars (Audi,
Porsche, Lamborghini etc) as well as passenger cars (VW,
Skoda, Seat) for the lower end market.
• In 2017, Volkswagen received the “Most Innovative Volume
Brand” award from the Center Automotive Management.
Main Point: Due to its brand image the company recovered
quickly from the shock of diesel scandal showing increased
sales revenue in 2016 itself and proving that the brand
“Volkswagen” still remains in the eyes of the public.
Increased sales revenue
Even after getting the brutal shock in 2015, and a slump
in sales figures, the company bounced back very quickly Sales revenue
showing. 235
230.68
• improved sales figure from 10.01 million to 10.3 mln. 230
in 2016, 10.7 mln. in 2017. and reached record point
of 10.83 in 2018. 225

• Improved the sales revenue of €230.682 billion in 220

217.26
2017 from the €217.267 billion sales revenue in 2016.
215 213.29 millions of euro

210

205

200
2015 2016 2017
Focus on technological innovation
• Investing in research for making autonomous cars.
• VW acquired a stake in German Research Center
for Artificial Intelligence (DFKI).
• At Audi Business innovation center the focus is on
developing ideas for urban mobility of the
future.
• Across all its brands and business segments, the
brand is investing in innovation for higher
customer satisfaction.
Main point: Apart from everything, Volkswagen is
focusing on technological innovation to grow its
brand and its sales.
Human resource management
VW aims to become one of the most attractive
employers in the automotive industry.
• VW is among the largest employers of the world
with more than 627,000 employees.
• It was rated at the top in several employer
rankings in 2016.
Maint point: Apart from offering a wide array of job
opportunities, the brands and companies under
Volkswagen AG have created their own tailor made
professional development programs. (For example
“Car Configurator”, which customers can use to
configure their new car quickly and conveniently.)
Weaknesses
Reduced operating profits due to
increased compliance issues
Image and reputation tarnished by
diesel scandal In US, the brand has paid around 25 Billions in
The diesel scandal of 2015 had tarnished the
fines, penalties and restitution for the 580,000
reputation and image of the brand. VW continued to tainted vehicles. This has had a detrimental
feel the effects of the brand till 2017. effect on the operating profits of the brand.
• The scandal has cost VW billions of dollars.
• Millions of cars were affected by the scandal
worldwide which VW itself accepted.
• The brand is still feeling the effects of the
business scandal.
Opportunities
Restructuring and
partnerships
• Partnerships have helped
VW grow in China.
• It has struck a similar important
partnership in US with Navistar.
(the manufacturer of International
brand commercial trucks)
• More partnerships across the
world and in the Asia pacific
regions can help the brand grow
faster.
Main point: a large business is often
fraught with management issues.
While VW has set ambitious plans
for restructuring and reorganizing its
business since the diesel scandal, the
sooner it does it the better it will be
for the business’ health.
Sustainable
technology
Sustainability also provides a
major opportunity for the VW
brand.
• sustainable vehicles and
sustainable supply chain,
sustainable innovation.
• offer major opportunities for
research and investment.
Main point: Globally, more and
more people are interested in
sustainable vehicles and
sustainable technology. There
sales have grown up and it has
created new opportunities for the
automotive brands.
Growing demand for
passenger cars in Asia
Pacific
The demand for passenger
cars in Asia Pacific has kept
growing. This presents a
major opportunity for the
passenger car makers. While
VW has been able to increase
its sales in this market, still
the Asia pacific and
specifically China and India
are vast markets offering
bigger opportunities.

Threats
Heavy competition
The competition across the automotive
industry has kept growing more and more
intense. It is one of the biggest threats before
VW in this era. In every segment including
the premium segment, the brand is facing
heavy competition from rival brands.
Legal and compliance issues
Legal and compliance issues are a major
trouble for the automotive brands. Recently,
VW landed itself into major troubles related
to emissions. The legal tussle has cost it more
than 25 billion US dollars which shows the
level of financial loss a brand might face if it
gets into legal issues.
Economic fluctuations
Economic fluctuations in major markets can
lead to decline in sales and loss of revenue.
• MAN faced difficulties in South America
because of decline in demand. However, the
demand for commercial vehicles kept Main point: In this way economic
recovering in Europe. fluctuations in the various markets can
• Difficult situiation in the shipping industry. pose a major threat to VW’s business.
• Economic difficulties in developing countries The recession was gone long ago but
and emerging markets as well as the low
prices of oil were also adding to VW’s the economic environment remained
difficulties. difficult for various brands under
Volkswagen AG
 Analysis of external environment: PESTEL
Economic
• Prices of Commodities (E.g Oil, Steel)
• Changes in Interest Rates (More demand on electric
cars)
• Economic Growth
• Changes in Disposable Income
• Fluctuations in Exchange Rate
• Level of Unemployment
• Inflation Rate
Main point: The different economic factors hold a
significant impact onto the automobile industry. The
lack of control over these factors affects the way
Volkswagen operates. Additionally, consumer demand
and behavior in managing income are affected by these
factors. This affects the organization's profitability.
Technological
Innovations from R&D have brought about advancements in
the technological landscape. These technological trends
includes:
• Research and Development creates alternative Sources of
Fuel (Electricity, Hydrogen, Fuel Cells, Hybrid Power
Cars)
• Improved Technology Reduces CO2 Emissions
• Automation and Technology (E.g Web procumbent
technologies, JIT Management, advanced logistics
software) Increases Production Efficiency and Lowers
Cost
• Integration of Internet-Enabled Technologies in
Automobiles e.g. GPS
• Shift towards Driverless Technology
Main point: These advancements have provided
opportunities to redesign and improve the production
process and the operating infrastructure. This brings about
improved product quality, greater efficiency and lower
associated costs.
Political & Legal
The government has imposed strict regulations when it comes
to trade, environment impact and incentives to buy cars. These
legal implications poses limitations that stifles the business
environment and affects consumer behavior. These include:
• Import Laws poses limitations on the import of certain
automobiles and components
• Government Tax to limit number of cars on road
• Tax Rebates for environmentally-friendly vehicles
• Penalty for Carbon Surcharge
• Vehicle Emissions Standard
This applies to the recent Volkswagen emission scandal, which
has a negative impact on Volkswagen’s brand equity. For
example: Volkswagen sales in Singapore have dropped to 7th
position from the previous position of 2nd.
Social & Cultural
• Lifestyle and preferences of people that impact their
needs in a car
• Social trends
Explanation: Sociocultural factors affect he buying habits
and preference of the customers. Changing social trends
change people’s preferences. Sociocultural factors affect
both sales and marketing. It is why brands need to create
their sales and marketing strategies based on their
markets and their cultures. Moreover, due to the changing
trends product and sales strategies need to be updated
accordingly. Now, people are more interested in
sustainable products and the sales of electric vehicles
has kept rising. Overall, the role of social-cultural factors
the context of business has kept growing.
 Strategies undertook by the VW nowadays

The future program “TOGETHER – With the future program, the

Strategy 2025”, the biggest change Volkswagen Group will be more:
process in the history of Volkswagen, • Focused
was launched in 2016. • Efficient
• Innovative
• Customer-oriented
• Sustainable
• Systematically geared to generate
profitable growth.

The program creates the framework and lays the cornerstones for to
achieve their vision of being one of the world’s leading providers of
sustainable mobility.
Description of strategy

Goals:
• Volkswagen plans on launching over 30 fully electric
new vehicles by 2025.
• The automaker expects by then that they will be selling
about 2 to 3 million pure-electric automobiles a year.
• This will account for a significant share — an estimated
25 percent — of Volkswagen’s total sales volume.
In order to accomplish this, Volkswagen has already
launched a multi-billion dollar investment program, as
planned, the amount of investment funds will be $40
billions by the 2022. Additionally, Volkswagen is
continuing their development of fuel-cell technology.
• Another key element of Strategy 2025 is autonomous driving.
• establishing battery technology as one of the Volkswagen Group’s core competencies.
Explanation: This technologies is the key to e-mobility, for it accounts for 20 to 30 percent of value-added for fully
electric vehicles. Volkswagen’s aspiration is to serve all relevant segments, with autonomous vehicle concepts for private
transport as well as last-mile solutions for shifting people and freight in major cities. According to Müller, fully
autonomous VW vehicles with a self-driving system developed in-house will enter the market by the beginning of the
next decade.
There are 4 strategic dimensions designed to bring TOGETHER 2025 Strategy to life
1. Excellent employer
2. Excited customers
3. Role for the environment, safety and integrity
4. Competitive profitability
Excited customers
This target dimension focuses on the diverse needs of customers
and on tailor-made mobility solutions.
• VW aspire to exceed customers’ expectations, generating
maximum benefit for them.
That calls not only for the best products, the most efficient
solutions and the best service, but also for flawless quality and an
outstanding image.
• VW want to excite its existing customers, win over new ones
and retain their loyalty in the long term – because only loyal
and faithful customers will recommend Volkswagen to others.
Excellent employer
Skilled and dedicated employees – are one of the keys to
sustainable success.

VW management wish to promote their satisfaction and

motivation by:
• Means of equal opportunities
• A modern and attractive working environment
• A forward-looking work organization.
An exemplary leadership and corporate culture forms the
foundation for this, enabling company to retain core workforce
and attract new talent.
Main point:
The strategic KPIs of this target dimension include the Group’s
attractiveness as an employer as determined internally by means
of the opinion survey and as perceived externally, as well as the
equality index.
Role for the environment, safety and integrity
Every day, the Volkswagen Group assume and exercise responsibility in relation to the environment, safety and
society.
• VW AG pay particular attention to the use of resources and the emissions of its product portfolio as well as of
its locations and plants.
• Goal of continuously reducing carbon footprint and lowering pollutant emissions.
• Through innovations and outstanding quality VW offer its customers maximum product safety.
• VW want to regain and strengthen the trust of customers and restore the Group’s positive public image.

Main point:
The most important principles in this process include compliance with laws and
regulations, the establishment of secure processes, and dealing openly with
mistakes so that they can be avoided or rectified in the future. In terms of
integrity, Volkswagen aims to become a role model for a modern, transparent
and successful enterprise. The strategic KPIs of this target dimensions include
the decarbonization index and emissions figures, as well as compliance, process
reliability and a zero-defect culture.
Competitive profitability
• VW make investments with a view to achieving profitable growth and strengthening its
competitiveness, thus keeping the Volkswagen Group on a firm footing and ensuring it remains
an attractive investment option.
• The goals VW have set are operational excellence in all business processes and to become the
benchmark for the entire industry.
Main point: The strategic KPIs are operationalized for internal management purposes: target and
actual data are derived from Volkswagen Group figures. Investors judge company by whether it is
able to meet its obligations as regards interest payments and debt repayments.
As equity holders, they expect adequate dividends and a lasting increase in the value of their shares.
VW Group strategy comprises a raft of far-reaching strategic
decisions and specific initiatives essentially aimed at
safeguarding the Group’s long-term future and generating
profitable growth.

It is composed of four building blocks which cover a total of

16 strategic Group initiatives.
THE FIRST of these is the
transformation of the core
automotive business.
Developing, building and
selling vehicles will remain
essential for the
Volkswagen Group going
forward. However, there
will be far-reaching and
lasting changes to this
business in the future. That
is the reason why VW is
comprehensively
restructuring its core
business to face this new era
of mobility.
THE SECOND KEY building block in Volkswagen Group strategy is
establishing a new mobility solutions business. In this business, they are
developing innovative and efficient, attractive yet profitable mobility services
that are tailored to customer requirements with the goal of being one of the
leading providers in this growth market in the future.
With THE THIRD KEY
building block, VW is
intensifying its traditionally
excellent innovative strength
and placing it on an even
broader footing. This is
necessary both for the
transformation of its core
business and for the
establishment of the new
mobility solutions business.
To this end, VW is pushing
ahead with the digital
transformation in all parts of
the Company.
• Becoming one of the world’s leading
providers of sustainable mobility calls for
substantial capital expenditure.
• This will be financed in particular through
efficiency gains along the entire value chain
– from product development and
procurement through to production and
distribution as well as in the central
supporting areas.
• Additional funds for future investments can
also be generated by optimizing the
existing portfolio of brands and equity
investments.
Through THE FORTH KEY building block of
the Group strategy VW will safeguard the
financing of the Volkswagen Group and place
it on a solid basis.
Prediction and summary
• In light of the expectations of increasing market shares for electrical cars, Volkswagen Group
wants to develop their competency within battery technology. The strategical possibilities and
the commercial potential around such developments will be explored thoroughly.

• The essence of Volkswagen Group will still be to develop, build and sell cars, including related
financial services but some of the changes, which have already been set in motion, will
permanently change how we go about this, albeit in a responsible and constructive manner as is
traditional for Volkswagen group.

• Currently, it does not clearly stated what kind of financial future the brand wants and where it is
set to move with regards to market competition.

• A cultural shift at Volkswagen is essential, given the damage done by the Diesel scandal, the focus
must now be on integrity, ethics and employee empowerment.

• The Asia Pacific markets have grown especially important and apart from local production, the
brand must also focus on better marketing in this region.
Thank you for attention!
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