faw volkswagen

GermanVolkswagenGroup,foundedin1937,iscurrentlyGermany'slargest

enterpris,defeatedin2010,Japan'sToyota,GMtobecometheworld's

agenTransnational

AutomotiveGrouphasproductionplantsinmanycountriesaroundtheworld,

amongthefirstoftheworld'pany

headquartershadmovedtoBerlin,tly

employs35people.

VolkswagentheGermanVolksWagenwerk,intendedforubythegeneral

gislikea"V"

madebythethreewiththemiddlefingerandindexfinger.,Saidthepublic

companyanditsproductsandwin-win-win.

VolkswageninChina:VolkswagenisthefirstinChinatoproducecars

1984,ShanghaiVolkswagenbeganits

gloriouschapterofhistory,inChangchunFAW-Volkswagenjointventure

agreementwassignedin1990.

Inthe1990s,VolkswageninChinahanteredastageofrapiddevelopment.

HastwojointventuresinShanghai,Changchun,productscoveredbyA,Band

C-classmodels,China'sautoconsumptionmarketbegantoform

Thebeginningofthe21stcentury,China'sautomarkethasusheredina

growthspurtyetin2002,Volkswagen'2005,

Volkswagen'smarketsharehasfallento17.3%.VolkswageninChinaappear

firstlossin20years.

"Olympic"able

achievements:2006Volkswagensalesbegantorevive;2007salesreached

910,491units,ayear-on-yeargrowthof28%,themarketshareroto18%;

2008thefirst10monthsofsalesinChinareached853,800units,a

year-on-yeargrowthof12.6%.VolkswagencarsalesintheChinemarket

grew36%in2010,ngtime,theChinemarket

st

quarterof2012,wedeliveredtocustomersinChinaCar633,000cars,an

increaof15.6%comparedwiththesameperiodlastyear.

PART2beenbythedata,the2003to2005period,Volkswagensalesin

theChinemarket,amarkeddecline,Butwiththe2005,ariesofreform

measuresinVolkswagenAG,Volkswagen'smarketsalesresumedbefore

agenintheincreasinglyfiercecompetitioninChina'sauto

markettoregaincompetitivenessit?Iuacharttoillustrate.

Cost

10

1010

SpeedDependability

1010

Qualityflexibility

IntheimageaboveIwillbedifferentforeachcompetitionamountfromgoodto

tothedifferencebetweentheredlineisdividedinto10-Levelforafter2006,

theperformanceoftheVolkswagen,bluefor2003-2005Volkswagen

:Volkswagenfromtheestablishmenthas

beenstrictcostcontrol,costcontrolisveryexcellent,evenintheperiod2003-

2005,theonlyflyintheointmentwasatimewhenthenorthandsouth

Volkswagenintegrationtime,theproductlineadjustmentfrequentsupplychain.

stability,resultingintheaverageoftheproductsafterthatperiod,the

company'soperatingcostisslightlyhigherthanthereform,the2005reformin

thecompanyatthesametime,theintegratedmassproductionplatformand

theproductionlineintwobranchofficesinChina,theunificationofthetwo

companieswasoriginallydifferentrawmaterialsuppliers,integrate,streamline

themanagementandoperationteamhasreachedanewlevel,makingthe

company'scostcontrol.

Dependability:theVolkswagentechnologycompanyinChinaandtherelea

ofthevehiclehasalwaysbeendelayed,cannotdenythatthelocalizationof

thisdemand,butthedrawbacksinthe2003-2005isparticularlyevidentin

thethreeyears,Volkswagenplanstointroduce25advancedtechnologyat

thetimeofentry,aswellas13differenttypesofcartoentertheChine

market,buttheendof2005donotpromihalfMeanwhile,Volkswagen4S

shopfaretomentioncarphenomenonbegantoappearduringthisperiod,also

4Sshopnocurrentcar,youwanttobuyacarneedahigherpricethanthe

tuationhascontinuedtothe

prent.

Flexibility:FortheChineautomarket,Volkswagenadaptabilityhasalways

beengood,butbeforetheChineautomarket,thecompetitionisnotinten,

modelsofconsumerchoice,andmostaregovernmentorcompanyPubliccar,

sotheimpactoftheVolkswagenisnotobvious,butafter2003,theopeningup

ofChina'sautomarket,agen

wasforcedtoreform,acceleratetheintroductionofnewvarietiesofautomotive

andtechnology,andimprovetheabilitytoadaptto.

Quality:Althoughthisargumentlooksone-sided,becaunowwecan

contrastmorecompaniesandvehicles,andtheconditionsaremoredetailed

andharsh,butasacarcompany,theuofthevehiclefeel,mustbean

importantcriterionofevaluationqualityonegiveasimpleexample,theearly

yearsoftheJettamodelsintheChinemarket,despitethetechnologyis

outdated,buttheenginegearboxtuningstability,er

hand,isnowalotofmarketVolkswagenbrand,buttheworkisnolongersolid,

jerry-newengineandgearboxcombinationisgood,butitalsobringshigher

maintenancecostsandshorterrepaircycleallthisillustratesafact,inreducing

thequalityoftheVolkswagencar.

Speed:Despitethepublicintheintroductionoftechnologyandinnovation,has

beeninaleadingposition,buttheshortageofsupplyintheactualsalesaffect

thesalesofthepublic,andmaybesomepeoplethinkthathungermarketing,

butmorepotentialcustomersbecautheycannotstandtowaitasuper-long

er,themasshad

appearedindealingwiththeafter-salesmaintenancelagphenomenon.

Aftertheaboveanalysis,IthinkVolkswagenhasacompetitivecostand

adaptability,theotherthree,whilethereisalotofthetitle,butastrongoverall

marketcompetitiveness.

Accordingtotheaboveanalysis,thecompanyhasformulatedtherelatedperformance

managementmeasures.

Performanceplan:

Time:atthebeginningofeveryyear

Thehumanresourcesdepartmentandholdingtubewillbedeterminedafter

communication,tradeunioninkeyadvocatebehaviormodel,andreleadto.

Linemanagerandstafftoidentifytheimportanttaskgoalsandtoenhancetheabilityofthe

desiredobjective.

Protocolperformanceplan:

Linemanagerandstafftoestablishperformanceplan(refertothehumanresources

departmentprovidesthesamplearraytype)

Performanceevaluationandfeedback

Thepurpooftheperformanceevaluation:

Throughthestaffinthepastaperiodofphysicalperformanceandintangibleperformance

evaluation,theprogressofthestaffgiveaffirmationandincentiveforemployeestoprovide

guidanceinimprovement.

Performanceevaluationcycle:

Eachctionaccordingtoworkingcharacteristics,determinetheevaluationperiod,atleast

onceayear-end.

Performanceevaluationprinciple:

Superiorratinglowerandthebalanceprinciple;

Staffrvicecentertoparticipateintheprocess,andtheresultsoftheauditprinciple;

Evaluatetheresultstoemployeefeedbackprinciple.

Performancefeedback

Thepurpooftheperformancefeedback:

Staffinthepastperiodoftimeperformancewassummarized,theanalysisofthe

advantagesanddisadvantages,andsurethepastachievements,lookingforthecauof

poorperformance,andputsforwardtheimprovementplan.

Performancefeedbacktime:

Aftertheperformanceevaluation

Performancefeedbackmode:

One-to-oneformalinterview

Conferenceannounced

Werepublishedinaggregate

2.4performanceincentive

Performanceincentiveistheapplicationofperformanceevaluationresults,itisoneofthe

importantlinkperformancemanagement.

Linemanagershouldbebadonthedifferentneedsofemployeesbydifferentincentive

mode.

rovisions:

3.1managementandimproveemployeeperformancelinemanagerisoneofthemost

importantwork,itwillbe

Asssmentisanimportantcontentofthelinemanager.

3.2linemanagercanbeinthehumanresourcesdepartmentundertheprincipleof

regulation,accordingtothecharacteristicsofthedepartmentformulate

Thisdepartment'sperformanceevaluationmethod,thehumanresourcesdepartmentfor

therecord.

LettheChinepublicSWOTanalysis

SWOTanalysis

S1brandawareness

Forthepublic,themostimportantisthelayoutoftheproductlineveryearly

timebecauthepublictoentertheChinemarket,itsproductlineistoolong,

thismassprocessingideaisveryclear,thevastChinemarket,alotof

hierarchyofneedsindifferenttechnologyandpricelevelhasitsownproducts

butcanbemorecomprehensivetoensurethatthepublicplaytheirown

advantages.

TheS2producthastargeted

Nottheluxurycarmarket,merelyfromthehigh-endAudi,theflagshipofthe

Volkswagen,therecentintroductionofSkoda,Volkswagen'sproductlines

havefullaccesstotheChinemarket,buthowtokeeppeopleattention,

whilecontinuingtointroducenewcompetitiveproductsbecamethepublic

mustpayattentiontothelongperiodoftime.

TheS3growthofspace

Volkswagentodayisindeedleadingtheotherjointventuresupplierstep,the

latestdevelopmentplatformandenginetechnologyintoproduction,and

technologydevelopmentandinvestmentintheChinemarketalsoincread,

StrengthWeakness

1，品牌知名度

2，产品具有针对性

3，成长空间大

1，市场策略选择不当

2，市场份额下降

3，车型外观不够丰富，产品

单一

Opportunitysowo

1，中国私家车市场的成长

2，开发新能源技术

3，提高公关效果

建立国际战略联盟

跨国公司的本土化

抢占新兴市场，保持市场份额

加强产品研发，丰富车观外形

ThreatsSTWT

1，日系汽车的竞争

2，新技术的回报风险

3，服务的竞争

加强资源整合

提高品牌竞争力

调整营销策略，准确市场定位

确定顾客导向性

whichmeansthatVolkswagentowinintheChinemarketawiderroomto

grow.

W1marketingstrategylectionmistakes

After2009,Volkswagenemstohavedeviatedfromtheoriginaldirection,

body,morehorpowerand

ovedfromthepublicintheChinemarket20yearsin

totheincreainthenumberofgeneralChine

carmarketblowout,Volkswagenemstohavemaintainedaprofitablestate,

butduetocompetitionfromJapanecarcompaniesandtheriofChina's

domesticautoindustry,beforethehighmarketshareforeengonelonger.

W2modelslookrichenough,cannotsatisfyconsumers.

ShortlybeforetheBeijingautoshowcanbeen,theVolkswagenconceptcar,

conceptcarmanufacturerssuchasBMW,Mercedes-Benzdoesnotemto

attractpeople'vativeappearance,thefamilyofFacebook,

lreadyhaveaVolkswagen,thenyou

neverwillnotwanttohaveoneexactlythesame.

O1privatecarmarketgrowth

About10yearsago,China'svehicleconsumptioncomesfromthegovernment

andenterpris,r,withthedevelopmentofthe

country,customersofconsumerattitudesandconsumerpsychologyhas

purchasingpowermakestherapiddevelopmentofChina's

privatecarmarket,thisisaverygoodopportunityforthepubliccompany,the

VolkswagenhighrecognitionandcredibilityintheChineconsumers,is

conducivetothedevelopmentofthecompany.

O2todevelopnewenergytechnologies

Volkswagenhasbeentheleadingadvantageintechnology,Volkswagenhas

developed,aswellashybridelectricclearproductreleaplans,theuof

suchtechnologytoachievereducedfuelconsumptionandemissions,andthat

socialreputation,butalsotiltgovernmentpolicies,andwillmaketheirownina

market-leadingposition.

T1Japanecarcompetitivepressures

Japanecarshavetheelectronicconfiguration,richinternalstructure,

fuel-efficient,stylishfeatures,whichtheinadequaciesofthepubliccompany,

therefore,theJapaneautosalesintheChinemarketfrom2002-2012

vesVolkswagenalotofpressure.

T2newtechnologyreturnrisk.

Rearchanddevelopmentofnewtechnologies,energyisahigh-investment,

lichowtoensurethatsuchahuge

investmentintheChinemarkettogetasatisfactoryreturn,afterall,ifthe

publicisunabletomaintainitstechnologicallead,willbeonthefuture

developmentofthemarketpoathreat.

T3rvicecompetition

aftersalesrvice,lowmaintenancecosts,ithasbecomethebestwaytoget

ield,however,thepublicwassignificantlylagging

behindhiscompetitors,therviceresponcycleistoolong,theattitudeof

complaints,arekeyissues.

IthinkthatthebiggestflawoftheVolkswagenemphasisontechnological

improvements,nreasonisthelackof

rviceconceptcarastheultimatevalueofacommodityisreflectedinthe

rvicestoconsumers,thennotonlythecaritlf,withcarsalesaswellas

agen

upgradeshouldbethree-prongedapproachtostart,firstmarketing,improve

salesandrvicenetwork,improvecustomersatisfactionandbrandimage,

followedbytechnologyandsupplychain,andincreaeffortstodevelopnew

energy,localmodelstoadapttotheChinemarketrearchand

y,notethatthecombinationofthePopularCultureandthe

Chinedomesticcarculture.