Professional Documents
Culture Documents
http://web.ukonline.co.uk/k.frost/czech/skoda_jokes.html
Overview
Company Overview
A Brief history of Skoda Existing Mission and Vision Existing Objectives and Strategies Current Issues & Challenges
Strategy Formulation
SWOT Matrix Porter Generic Strgefics Space Matrix IE Matrix Grand Strategy Matrix Matrix Analysis QSPM Matrix
Internal Assessment
Strengths and weaknesses Financial Condition IFE Matrix
EFE Matrix
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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 koda machinery manufacturing company in Plze. 19391945 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 enterprises reconstruction takes place under a new name, AZNP (Automobilov zvody, nrodn podnik Automotive Plants, National Enterprise). 1989 Czech republic formed 1991 April 16 marks the beginning of a new chapter in the Companys history, when it is acquired by the strategic partner Volkswagen. koda becomes the Volkswagen Groups fourth brand. 1996 Production commences of another milestone car model for the Company the koda Octavia.
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Skoda History
http://www.skoda-auto.com/moss/100/home/
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Skoda in the Czech language means a shame Czech Republic largest exporter
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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.
Does Skoda become a Global brand or a European Brand ?
Currently sold in Europe (>95%) and Asia (<5%)
Issues
Where to position Skoda
Within Volkswagens portfolio As a European only brand As a global brand
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New Vision
A world leader in high-quality, value-priced automobiles for the 21st century consumer s
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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 customers 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).
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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
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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)
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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
4 4 2 2
3 2 4
0.08
0.24
0.05
0.1
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Financial Data
1 USD = 0.6790 Euro = 18.11 CZK Dec , 31, 2007
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Financial Data
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Financial Data
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KODA BRAND
Deliveries (thousand units) Vehicle sales Production Sales revenue ( million) Operating profit as % of sales revenue
+ + + + +
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-28,918 750 96,004 100,171 8,871 8,726 104,875 108,897 104,875 108,897
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Production Markets
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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 Volkswagens 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.
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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 Skodas employees in seeking higher wages which decrease profit margins. 5. Reputation of Skoda may spill over to the Bentley and frighten off buyers.
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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 Volkswagens 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 Skodas 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 0.06 0.1 0.08 0.1 0.07 0.06 0.04 0.06 3 4 4 4 3 3 3 4 Weighted Score 0.18 0.4 0.32 0.4 0.21 0.18 0.12 0.24
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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)
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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)
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CS total
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SPACE Matrix
Conservative
ES average CA average IS average FS average X Coordinate Y Coordinate -3.60 -3.29 4.60 4.20 1.31 0.60
FS
+6 +5 +4 +3 +2 +1
Aggressive
CA
-6 -5 -4 -3 -2 -1 -1 -2 -3 -4 +1 +2 +3 +4 +5 +6
IS
Defensive
-5 -6
Competitive ES
GSM
1. 2.
3.
4. 5. 6.
3.
4. 5. 6. 7.
Quadrant I Market development Market penetration Product development Forward integration Backward integration Horizontal integration Concentric diversification
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
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IE Matrix
Strong 3-4
Weak 1-1.99
I
High 3-4
II
III
EFE Scores
IV
Medium 2-2.99
VI
VII
Low 1-1.99
VIII
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Matrix analysis
Alternative Strategies Forward Integration Backward Integration Horizontal Integration Market Penetration Market Development Product Development Concentric Diversification Conglomerate Diversification Horizontal Diversification Joint Venture Retrenchment Divestiture Liquidation
7-Apr-08
IE
SPACE X X X
GRAND (Europe) X X X X X X X
Porters X X
COUNT 3 3 2 3
X X
X X
2 4 2 1 1
X X X X
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Possible Strategies
Develop an alterative fuel car for global marketplace
Product Development, Market development and Market penetration, Porters Type 3
Move Manufacturing to low-cost labor countries with high demand for value priced automobiles (China and India)
Product development, Forward & backwards integrations. Porters type 1
Leverage Volkswagen Auto Groups brand to create a global market for Skoda Cars
Market development, Market Penetration, Joint venture, Porters type 2
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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 Weight 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
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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
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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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Financial
Cost
2 factories in China @ 30,000,000 each 1 factory in India @ 50,0000,000
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!
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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
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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.
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Luxury
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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
Automotive Forecast December 2005, Czech republic, The Economist Intelligence Unit Limited Skoda 2007 Annual Report Skoda 2006 Annual Report Volkswagen 2007 Annual Report
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