SKODA
A Strategic Management Case Study
Tony Gauvin, UMFK, 2009
2
How do you double the value of a Skoda?
Fill the gas tank
What do you call a Skoda convertible?
A dumpster
What do you call a Skoda with twin exhaust pipes?
A wheelbarrow.
Why does a Skoda have a double rear window heater ?
To keep your hands warm, while you push it.
A guy goes into his local garage and asks "Do you have a windshield
wiper for my Skoda???”
"Sounds like a fair swap" replied the man in the garage.
© 2009, Tony Gauvin, UMFK
http://web.ukonline.co.uk/k.frost/czech/skoda_jokes.html
3/21/2016
3
Overview
Company Overview
A Brief history of Skoda
Existing Mission and Vision
Existing Objectives and
Strategies
Current Issues & Challenges
New Mission and Vision
External Assessment
Industry analysis
Porter’s Five Forces
Opportunities and threats
EFE Matrix
Internal Assessment
Strengths and weaknesses
Financial Condition
IFE Matrix
Strategy Formulation
SWOT Matrix
Porter Generic Strgefics
Space Matrix
IE Matrix
Grand Strategy Matrix
Matrix Analysis
QSPM Matrix
Strategic Plan for the Future
Objectives
Strategies
Implementation Issues
Evaluation
Skoda 2008 Update
© Tony Gauvin, UMFK, 2009
3/30/2009
4
History
•
•
•
•
•
•
•
•
•
1895 Vaclav Laurin and Vaclav Klemnet form bicycle company
1891 laurin and Kelemnt start making motorcycles
1905 The first car, called the “Voiturette A”, leaves the factory gates and thanks to its quality and
attractive appearance soon gains a stable position in the emerging international automobile
markets.
1907 Laurin & Klement set up a joint-stock company that goes on to export cars to markets the
world over.
1925 The Laurin & Klement automobile factory merges with the Škoda machinery
manufacturing company in Plzeň.
1939–1945 During the war years, the factory focuses on producing materials for the military.
Just a few days before the war ends, the factory is bombed and sustains considerable damage.
The enterprise is nationalized in the autumn of 1945.
1946 The enterprise’s reconstruction takes place under a new name, AZNP (“Automobilové
závody, národní podnik” – Automotive Plants, National Enterprise).
1989 Czech republic formed
1991 April 16 marks the beginning of a new chapter in the Company’s history, when it is acquired
by the strategic partner Volkswagen. Škoda becomes the Volkswagen Group’s fourth brand.
1996 Production commences of another milestone car model for the Company – the Škoda
Octavia.
© 2009,
Tony Gauvin,
UMFK
3/21/2016
5
Skoda History
http://www.skoda-auto.com/moss/100/home/
© 2009, Tony Gauvin, UMFK
3/21/2016
6
(r) 2009, Tony Gauvin, UMFK
3/21/2016
7
Skoda key facts
• Oldest Car Company in Central Europe
• Largest employer in Czech Republic
• Produced over half a million cars in 2006 & 630
million in 2007
▫ Just behind Volkswagen and Audi in VAG
• Skoda in the Czech language means “a shame”
• Czech Republic largest exporter
© 2009, Tony Gauvin, UMFK
3/21/2016
8
Skoda Mission Statement
• Three basic values of the Skoda brand
▫ Intelligence We continuously seek technical solutions
and new ways in which to care for and approach the
customers that are the most important for us. Our conduct
towards the customers is aboveboard, and we respect their
desires and needs
▫ Attractivesness We develop automobiles that are
aesthetically and technically of high standard and always
constitute and attractive offer for our customers not only in
terms of design or technical parameters but also the wide
range of offered services
▫ Dedication We are following the steps of the founders of
our company; Messrs. Laurin and Klement. We are
enthusiastically working on the further development of our
vehicles; we identify ourselves with out product
© 2009, Tony Gauvin, UMFK
3/21/2016
9
Current Issues and Challenges
• Challenges
▫
▫
▫
▫
▫
▫
Companies in the former Soviet Union had not been forced to produce quality goods that can
compete in world markets
Employees in nationalized companies have been assured of “lifetime employment,” so they are
not motivated to produce a high-quality product
Banks are being privatized very slowly so infusions of capital normally Must come from
outside the country. In addition, because all of the companies had been owned by the Soviets,
there was no private money available to purchase companies offered by the state for sale
Most companies have old and obsolete equipment that would take years to replace
There is an insufficient infrastructure because the Soviets have never put money into such
“public goods;” in their satellites (occupied states)
Lack of development of managerial skills.
• Issues
▫
Does Skoda become a Global brand or a European Brand ?
 Currently sold in Europe (>95%) and Asia (<5%)
▫
Where to position Skoda
 Within Volkswagen’s portfolio
 As a European only brand
 As a global brand
▫
Where to manufacture Sk0das?
 Czechoslovakia or seek cheaper labor (China?)
(r) 2009, Tony Gauvin, UMFK
3/21/2016
10
New Vision
A world leader in high-quality,
value-priced automobiles for the
21st century consumer s
© 2009, Tony Gauvin, UMFK
3/21/2016
11
New Mission
Skoda Auto mission is to anticipate consumer needs and
provide safe, quality, reliable, and innovative automotive
products and services to consumers around the world (1,
2, 3). Meeting and exceeding customer’s expectations
for exceptional quality, cutting-edge technology, and
superior customer service will enable us to maximize
returns to our shareholders. (4, 5). We are passionately
committed to ensure we do the right thing for our
customers, our employees, our environment, and our
society (6, 9). Skoda is committed to leading all
automotive firms in quality and safety in Europe and
abroad. Along with our commitment to saving the
environment, we can continue to add to our proud
heritage (7, 8).
© 2009, Tony Gauvin, UMFK
3/21/2016
12
© 2009, Tony Gauvin, UMFK
3/21/2016
13
Global Industry Analysis
•
•
•
•
•
•
•
•
5.2% growth in 2006  $1,176.5 Billion
65.7 million units sold in 2006
66.5% of sales are cars
US accounts for 38.4 % of global market share
Europe accounts for 29.3%
Industry leader is GM with 17.3% Market Share
CAGR from 2002 t0 2006 was 4.7%
Projected CAGR of 4.5% in period from 20062011
© 2009, Tony Gauvin, UMFK
3/21/2016
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© 2009, Tony Gauvin, UMFK
3/21/2016
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© 2009, Tony Gauvin, UMFK
3/21/2016
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© 2009, Tony Gauvin, UMFK
3/21/2016
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Porter five forces models
© 2009, Tony Gauvin, UMFK
3/21/2016
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Five Forces Analysis
• Threat of Entry
Because of the increased buying power of consumers in former Soviet Union countries and
in emerging countries, many firms may see this as an opportunity to move plants to
Eastern Europe to reduce their costs and compete in that market. In addition, for the first
time in 50 years, Eastern European consumers have access to a greater variety of cars than
they have had. Both of these factors should heat up the competitive environment.
• Bargaining Power of Buyers
With increased competition worldwide in the automobile manufacturing industry,
consumers have many more choices from which to select when purchasing a car. In
addition, the movement to a global industry from one which had been formerly a monopoly
or oligopoly within a country or region, has caused intense price competition to arise.
Therefore, this industry could certainly be classified as a “buyer’smarket” today. In less
developed countries, buyers are being wooed with lower prices; and in more developed
countries, they are being wooed with product differentiation.
© 2009, Tony Gauvin, UMFK
3/21/2016
19
Five Forces Analysis
Bargaining Power of Suppliers
With a movement toward just-in-time inventory systems worldwide in the automobile manufacturing
industry, there has been greater pressure upon suppliers to move their plants to locations contiguous to
the automobile plants they are supplying. Some automobile companies have also begun supplying their
own parts and thereby eliminating many of the suppliers they formerly used. Therefore, the bargaining
power of suppliers has been greatly weakened.
Pressure from Substitute Products
There appears to be very little pressure from substitute products in this market because automobiles have
actually become the substitute product for other forms of transportation such as bicycles in developing
countries. The only true threat of a substitute product in more developed, heavily populated countries is
public transportation. This supplies a cheaper, faster means of transportation into large cities where
parking is at a premium. This is often a product of choice in many European countries where public
transportation has been greatly refined.
Rivalry Among Existing Competitors
The global automobile manufacturing industry is one of the most competitive in the world. In addition,
new car companies are emerging in the developing countries of Asia and Central and Eastern Europe.
These companies are all trying to reduce costs by moving to low-cost countries, so Skoda’s location in
such a country will not be a competitive advantage for long.
© 2009, Tony Gauvin, UMFK
3/21/2016
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Opportunities
1. Growing automobile market in Eastern Europe,
China, Africa, India and other emerging
economies.
2. Possibility of moving manufacturing and
assembly plants to low-cost countries.
3. First mover advantage to those companies
using alternative fuels
4. American Markets favor Europeanmanufactured cars
(r) 2009, Tony Gauvin, UMFK
3/21/2016
21
Threats
1.
2.
3.
4.
5.
Movement of the global automobile manufacturing industry
to a monopolistically-competitive structure with increased
competition.
Costliness of non-renewable energy sources.
Higher wage rates in some countries are making it difficult
for automobile manufacturers to remain competitive.
Decline in sales in Eastern European countries that have
become a part of the European Union because of the
increased availability of used vehicles from other European
countries.
There is an insufficient infrastructure because the Soviets
have never put money into such “public goods;” in their
satellites (occupied states)
(r) 2009, Tony Gauvin, UMFK
3/21/2016
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EFE
External Factor Evaluation Matrix
Key External Factors
Opportunities
Growing automobile market in Eastern Europe, China, Africa, India and other
emerging economies.
Possibility of moving manufacturing and assembly plants to low-cost countries.
First mover advantage to those companies using alternative fuels
American Markets favor European-manufactured cars
Threats
Movement of the global automobile manufacturing industry to a monopolisticallycompetitive structure with increased competition.
Costliness of non-renewable energy sources.
Higher wage rates in some countries are making it difficult for automobile
manufacturers to remain competitive.
Decline in sales in Eastern European countries that have become a part of the
European Union because of the increased availability of used vehicles from
other European countries.
There is an insufficient infrastructure because the Soviets have never put
money into such “public goods;” in their satellites (occupied states)
Totals
Weights
0.0 to 1.0
Rating
1 to 4
Weighted Score
0.15
0.1
0.15
0.13
4
4
2
2
0.6
0.4
0.3
0.26
0
0.08
0.11
3
2
0.24
0.22
0.15
4
0.6
0.08
3
0.24
0.05
2
0.1
1
2.96
© 2009, Tony Gauvin, UMFK
3/21/2016
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© 2009, Tony Gauvin, UMFK
3/21/2016
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Financial Data
1 USD = 0.6790 Euro = 18.11 CZK Dec , 31, 2007
© 2009, Tony Gauvin, UMFK
3/21/2016
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Financial Data
© 2009, Tony Gauvin, UMFK
3/21/2016
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Financial Data
1 USD = 0.6790 Euro = 18.11 CZK Dec , 31, 2007
© 2009, Tony Gauvin, UMFK
3/21/2016
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Financial Ratios Industry Comparison
D&B
Top
Quartile
D&B
median
D&B
Bottom
Quartile
Current Ratio
2.2
1.5
1.1
1.478
Quick ratio
1.0
0.6
0.3
1.124
Liabilities
To equity
103.3
167.2
345.4
1.804
Assets to sales 27.6
48.1
78.0
0.516
Return on
Sales
5.1
1.8
0.4
0.054
Return on
Assets
9.5
4.2
0.7
0.105
© 2009, Tony Gauvin, UMFK
3/21/2016
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Volkswagen Financial Data
ŠKODA BRAND
Deliveries (thousand units)
Vehicle sales
Production
Sales revenue (€ million)
Operating profit
as % of sales revenue
2007
630
620
661
8,004
712
8.9
2006
550
562
556
7,186
515
7.2
+
+
+
+
+
%
14.6
10.2
18.8
11.4
38.4
1 USD = 0.6790 Euro = 18.11 CZK Dec , 31, 2007
© 2009, Tony Gauvin, UMFK
3/21/2016
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Volkswagen Financial Data
KEY FIGURES BY BRAND AND BUSINESS FIELD
Vehicle sales
thousand vehicles/€ million
Volkswagen Passenger Cars
Audi
Škoda
SEAT
Bentley
Commercial Vehicles
VW China1
Other
Automotive Division
Financial Services Division
Group before special items
Special items
Volkswagen Group
2007
3,664
1,200
620
411
10
427
930
-1,070
6,192
6,192
2006
3,451
1,139
562
419
10
388
694
-943
5,720
5,720
Sales revenue
2007
73,944
33,617
8,004
5,899
1,376
9,297
2006
70,710
31,720
7,186
5,874
1,340
8,092
Sales to
third parties
2007
2006
60,201
58,839
21,078
20,521
5,925
5,378
4,375
4,433
1,294
1,251
6,548
5,732
Operating
result
2007
2006
1,940
918
2,705
2,054
712
515
8
-159
155
137
305
138
-33,385
98,752
-28,918
750
96,004 100,171
743
96,897
0-6312
5,194
0-632
3,540
10,145
108,897
8,871
8,726
104,875 108,897
7,978
104,875
108,897
104,875 108,897
104,875
957
6,151
6,151
843
4,383
-2,374
2,009
1 USD = 0.6790 Euro = 18.11 CZK Dec , 31, 2007
© 2009, Tony Gauvin, UMFK
3/21/2016
30
Production Markets
© 2009, Tony Gauvin, UMFK
3/21/2016
31
Strengths
1. 100-year history as a vehicle manufacturer.
2. Capital infusions from Volkswagen.
3. Emphasis on research and development from
Volkswagen.
4. Strength of Volkswagen’s reputation.
5. Highly-skilled work force available in the Czech
Republic.
6. Relatively low wages in Czech Republic.
7. Largest employer in the Czech Republic.
8. Synergy with other Volkswagen products.
(r) 2009, Tony Gauvin, UMFK
3/21/2016
32
Weaknesses
1. Location in a country that must deal with outdated
infrastructure.
2. Perception from the past that Skoda produces a
low-quality product.
3. Perception by some that their new 4-door
limousine is not a limousine at all.
4. Growing unrest of Skoda’s employees in seeking
higher wages which decrease profit margins.
5. Reputation of Skoda may spill over to the Bentley
and frighten off buyers.
(r) 2009, Tony Gauvin, UMFK
3/21/2016
33
IFE
Key Internal Factors
Internal Strengths
100-year history as a vehicle manufacturer.
Capital infusions from Volkswagen.
Emphasis on research and development from Volkswagen.
Strength of Volkswagen’s reputation.
Highly-skilled work force available in the Czech Republic.
Relatively low wages in Czech Republic.
Largest employer in the Czech Republic.
Synergy with other Volkswagen products.
Internal Weaknesses
Location in a country that must deal with outdated
infrastructure.
Perception from the past that Skoda produces a low-quality
product.
Perception by some that their new 4-door limousine is not a
limousine at all.
Growing unrest of Skoda’s employees in seeking higher
wages which decrease profit margins.
Reputation of Skoda may spill over to the Bentley and frighten
off buyers.
Totals
Weights
Rating
0.0 to 1.0 1, 2, 3 or 4
Weighted Score
0.06
0.1
0.08
0.1
0.07
0.06
0.04
0.06
3
4
4
4
3
3
3
4
0.18
0.4
0.32
0.4
0.21
0.18
0.12
0.24
0.1
1
0.1
0.07
2
0.14
0.08
2
0.16
0.1
1
0.1
0.08
1
2
0.16
2.71
© 2009, Tony Gauvin, UMFK
3/21/2016
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© 2009, Tony Gauvin, UMFK
3/21/2016
35
SWOT MATRIX
SO Strategies
ST Strategies
• Develop a new car line to use
Alternative Fuels for global
market (O3, O4, S2, S3, S5)
• Expand Sales in emerging
counties in Eastern Europe,
(Near & Far) Asia & Africa (O1,
S2, S4, S8)
• Develop a low cost and
economical to operate SUV for
American Markets (O4, S1, S2,
S3, S4, S5)
• Expand collaboration and
innovation with other VAG
brands (T1, S1, S2, S3, S4, S5,
S6, S8 )
• Move manufacturing to
countries with low wages and
demand for value priced
automobiles (T3, T4, S1, S2)
© 2009, Tony Gauvin, UMFK
3/21/2016
36
SWOT MATRIX
WO Strategies
WT Strategies
• Move manufacturing to
countries with low wages and
demand for value priced
automobiles (W1,W2, O1, O2)
• Rebrand Skoda as a value
priced quality built Europe
made automobile (W1, W2, O1,
O4)
• Brand Skoda as a subdivision
of VAG, a well know German
brand (W2, W1, T1)
• Develop a new car line to use
Alternative Fuels for global
market leveraging the VAG
brand (T1, T2, T3, W1, W4,
W5)
© 2009, Tony Gauvin, UMFK
3/21/2016
37
Porter’s Generic Strategies
© 2009, Tony Gauvin, UMFK
3/21/2016
38
Alternative Cost leadership Strategies
1. Move production facilities to countries that have a
skilled yet relatively inexpensive work force and a
stable economic and political environment.
2. Produce automobiles that meet the needs of that
particular region. For example, an SUV or truck would
be inappropriate in the former Soviet Union countries
or developing countries where petroleum prices are
high and wages relatively low.
3. In constructing new plants in countries hitherto not
utilized, consider such additional factors as energy
costs, access to the necessary infrastructure and
closeness to important world markets.
4. Consider mergers with other appropriate companies in
the target market to achieve economies of scale.
© 2009, Tony Gauvin, UMFK
3/21/2016
39
Space Matrix Data
Financial Strength
rating is 1 (worst) to 6 (best)
1 Rerturn on Assets
2 Leverage
3 Net Income growth
4 Income/employee
5 Cash Reserves
Industry Strength
rating is 1 (worst) to 6 (best)
1 Growth Potential
2 Finacila Stabiliy
3 Ease of Entry in Market
4 Resource Utilazation
5 Profit Potential
Environmental Stability
rating is -1 (best) to -6 (worst)
1 Rate of Infaltion
2 Technologocal Changes
3 Preice Elasticity of Demand
4 Competiove Pressure
5 Barriers to Entry
6 Globalization
Competitive advantage
rating is -1 (best) to -6 (worst)
1 Market Share (Czech Republic)
2 Market Share Europe
3 Product Quality
4 Customer Loyally
5 Technological Know How
6 Control over suppliers
7 Market Share Global
Ratings
4.0
2.0
4.0
5.0
6.0
FS Total
21.0
5.0
3.0
6.0
4.0
5.0
IS Total
23.0
-3.0
-4.0
-3.0
-6.0
-2.0
ES Total
CS total
-18.0
-1.0
-4.0
-5.0
-5.0
-1.0
-1.0
-6.0
-23.0
© 2009, Tony Gauvin, UMFK
3/21/2016
SPACE Matrix
FS
Conservative
ES average
CA average
IS average
FS average
X Coordinate
Y Coordinate
Aggressive
+6
+5
+4
+3
-3.60
-3.29
4.60
4.20
+2
1.31
0.60
+1
CA
IS
-6
-5
-4
-3
-2
-1
+1
-1
+2 +3
+4
+5
+6
-2
-3
-4
Defensive
-5
Competitive
-6
ES
GSM
1.
2.
3.
4.
5.
6.
WEAK
COMPETITIVE
POSITION
1.
2.
3.
4.
5.
RAPID MARKET GROWTH
Quadrant II
Market development
Market penetration
Product development
Horizontal integration
Divestiture
Liquidation
1.
2.
3.
4.
5.
6.
7.
Quadrant I
Market development
Market penetration
Product development
Forward integration
Backward integration
Horizontal integration
Concentric diversification
STRONG
COMPETITIVE
POSITION
Quadrant III
Quadrant IV
Retrenchment
1.
Concentric diversification
Concentric diversification 2.
Horizontal diversification
Horizontal diversification 3.
Conglomerate
diversification
Conglomerate
diversification
4.
Joint ventures
Liquidation
SLOW MARKET GROWTH
2009
Hold and Maintain
IE Matrix
IFE Scores
Average
2-2.99
Strong
3-4
EFE
Scores
High
3-4
Weak
1-1.99
I
II
III
IV
V
VI
VII
VIII
IX
Medium
2-2.99
Low
1-1.99
42
3/30/2009
43
© 2009, Tony Gauvin, UMFK
3/21/2016
44
Matrix analysis
SPACE
GRAND
(Europe)
Porter’s
COUNT
Forward Integration
X
X
X
3
Backward Integration
X
X
X
3
Horizontal Integration
X
X
2
X
X
3
X
X
X
2
X
X
X
4
Concentric
Diversification
X
X
Conglomerate
Diversification
X
1
Horizontal
Diversification
X
1
Alternative Strategies
Market Penetration
IE
X
Market Development
Product Development
Joint Venture
X
2
X
1
Retrenchment
Divestiture
Liquidation
7-Apr-08
45
Possible Strategies
• Develop an alterative fuel car for global marketplace
▫ Product Development, Market development and Market
penetration, Porter’s Type 3
• Move Manufacturing to low-cost labor countries
with high demand for value priced automobiles
(China and India)
▫ Product development, Forward & backwards integrations.
Porter’s type 1
• Leverage Volkswagen Auto Groups brand to create
a global market for Skoda Cars
▫ Market development, Market Penetration, Joint venture, Porter’s
type 2
© 2009,
Tony Gauvin,
UMFK
3/21/2016
46
QSPM
Key factors
External
O1
O2
O3
O4
T1
T2
T3
T4
T5
Internal
S1
S2
S3
S4
S5
S6
S7
S8
W1
W2
W3
W4
W5
Move to China/India Alternative Fuel
VAG Global Brand
AS
TAS
AS
TAS
AS
TAS
1 to 4
1 to 4
1 to 4
0.15
4
0.6
2
0.3
1
0.15
0.1
4
0.4
2
0.2
1
0.1
0.15
1
0.15
4
0.6
2
0.3
0.13
0
0
0
0
0
0
0.08
2
0.16
1
0.08
4
0.32
0.11
4
0.44
1
0.11
3
0.33
0.15
4
0.6
1
0.15
3
0.45
0.08
4
0.32
1
0.08
2
0.16
0.05
4
0.2
1
0.05
2
0.1
1
1 to 4
1 to 4
1 to 4
0.06
0
0
0
0.1
4
0.4
3
0.3
3
0.3
0.08
2
0.16
4
0.32
4
0.32
0.1
0
0
0
0.07
2
0.14
4
0.28
4
0.28
0.06
1
0.06
2
0.12
3
0.18
0.04
0
0
0
0.06
1
0.06
2
0.12
4
0.24
0
0
0
0.1
4
0.4
1
0.1
1
0.1
0.07
0
0
0
0.08
0
0
0
0.1
3
0.3
1
0.1
1
0.1
0.08
4
0.32
1
0.08
1
0.08
0
0
0
1
4.71
2.99
3.51
Weight
© 2009,
Tony Gauvin,
UMFK
3/21/2016
47
Recommendations
• Next 3 years
▫ Move Manufacturing to low-cost labor countries
with high demand for value priced automobiles
(China and India)
• Next 5 to 7 years
▫ Develop an alterative fuel car for global
marketplace
• Continuing
▫ Leverage Volkswagen Auto Groups brand to
create a global market for Skoda Cars
© 2009, Tony Gauvin, UMFK
3/21/2016
48
Annual Objectives
• Year one
▫ Get plants up and running in China and India
• Year two
▫ Increase Production& Sales
 ~ 100,000 units in China, 25% export
 ~ 30,000 units in India, 0% export
• Year three
▫ Increase Production& Sales
 > 150,000 units in China, 35% export
 ~ 45,000 units in India, 10% export
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3/21/2016
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Financial
• Cost
▫ 2 factories in China @ 30,000,000
each
▫ 1 factory in India @ 50,0000,000
• Skoda is wholly owned by
Volkswagen AG
▫ No stock … so EPS/EBIT is not
important
• The Financing decision is to
borrow money or fund from
extensive cash reserves
▫ Czech national bank is listing a
1.5% Prime rate making this a “nobrainer” ---Borrow the cash!
© 2009, Tony Gauvin, UMFK
3/21/2016
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© 2009, Tony Gauvin,
UMFK
3/21/2016
Management
Skoda Automobile followed the
German model of utilizing the members of
the Board of Directors as the top
management of the company. This is very
different from the composition of the top
management of large corporations in this
country.
Boards in the United States are
typically composed of more outside directors
(those employed by a company other than the
company on which they are serving as board
members) than inside directors. Most U.S.
institutional investors and watchdog groups
would prefer a majority of outside directors
because it is believed that they can be more
objective in making decisions than inside
directors.
OrganisationStructure.pdf
52
(r) 2009, Tony Gauvin,
UMFK
3/21/2016
IT
Skoda Auto employs a best of
Breed Enterprise Resource
Planning infrastructure,
SAP/R3, allowing for digital
optimization across the
company.
The difficulty comes in
integrating other acquisitions
and partner firms in the vale
chain.
53
Marketing
Product Positioning within VAG
Sporty
Value Priced
Luxury
Consevative
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3/21/2016
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3/21/2016
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3/21/2016
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Data Sources
• Skoda Auto – 2007 Case Notes Marlene M. Reed:
Baylor University
• http://new.skoda-auto.com
• http://en.wikipedia.org/wiki/%C5%A0koda_Auto#Hist
ory
• Datamonitor
▫ Global Automobile Manufacturers March 2007
▫ Volkswagen AG 2008
• Automotive Forecast December 2005, Czech republic,
The Economist Intelligence Unit Limited
• Skoda 2007 Annual Report
• Skoda 2006 Annual Report
• Volkswagen 2007 Annual Report
© 2009, Tony Gauvin, UMFK
3/21/2016