Porsche's current scenario as explained in the case and swot analysis and porter's five forces model and what all solutions could be drawn and their pros and cons are listed out.
Disclaimer - None of the images used are mine. No copyright infringement intended. I will take down the slides if any person or entity will claim copyright rights over the images.
Disclaimer - None of the images used are mine. No copyright infringement intended. I will take down the slides if any person or entity will claim copyright rights over the images.
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
Ashford 3: - Week 2 - Assignment
Porsche’s Analysis [CLOs: 2,6]
Read the Porsche case provided in the course materials section and describe the company’s history, products, and major competitors in a paragraph or two. Assess the financial performance and condition of the organization. Then, conduct a SWOT analysis detailing the strengths, weaknesses, opportunities, and threats that may affect the organization. Finally, assess the quality of the decisions made by the company and provide recommendations for improvement. (NOTE: This will become part of your final paper).
Your paper must be five to six pages in length (excluding the title and reference pages), incorporate at least two scholarly sources from the Ashford University Library (other than the case and textbook), and be formatted according to APA style guidelines as outlined in the Ashford Writing Center.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
What’s Driving Porsche?
Rebecca Henderson, Cate Reavis
There are some customers who love the idea that an engineer working on their project in the afternoon was the same guy working on a 911 motor in the morning.
—Managing Director, Porsche Engineering Group
1
We were working with Volkswagen on the next generation of the Cayenne (which shared its structure with the VW Touareg and Audi Q7) and I wanted a clear connection to safeguard Porsche’s interests. We could not do this alone.
—Porsche CEO Wendelin Wiedeking, on decision to acquire VW
2
In early March 2008, Porsche’s supervisory board, which included the chairman of the Volkswagen Group, Ferdinand Piëch, agreed to raise its holding in Volkswagen from 31% to 50% giving it a majority stake.
Porsche’s takeover of VW was seen by many as a wise move for the small, independent car company that, unlike rival brands Jaquar, Ferrari, Lamborghini, and Lotus, had managed to avoid being gobbled up by the auto industry’s behomoths the likes of General Motors, Chrylser and Ford. There was, however, a key strategic question about Porsche’s acquisition of VW that was not receiving a lot of press: Would the long-term stability of Porsche’s engineering and design prowess be at risk by bringing VW "in-house"?
1
Scott Miller, "Road More Traveled,"
The Wall Street Journal
, August 21, 2002.
2
Ray Hutton, "Porsche Set to Take the Wheel at VW,"
The Sunday Times
, October 14, 2007.
WHAT’S DRIVING PORSCHE?
Rebecca Henderson and Cate Reavis
AUGUST 25, 2009 2
3
Bret Orekson, "Engineering Is Porsche’s Secret Weapon,"
Automotive News
, January 15, 2001.
4
Adler, Dennis,
Porsche: The Road from Zuffenhausen
, 2003, p. 76.
5
Jeremy Cato, "Porsche Revs Up for Explosive Growth,"
The Globe and Mail
, February 22, 2007.
6
€1 = US$1.47 (December 31, 2007)
7
Gail Edmondson, "Pedal to the Metal,"
BusinessWeek
, September 3, 2007.
Engineering and design were considered the hallmarks of Porsche’s competitive advantage, and rather t.
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
Ashford 3: - Week 2 - Assignment
Porsche’s Analysis [CLOs: 2,6]
Read the Porsche case provided in the course materials section and describe the company’s history, products, and major competitors in a paragraph or two. Assess the financial performance and condition of the organization. Then, conduct a SWOT analysis detailing the strengths, weaknesses, opportunities, and threats that may affect the organization. Finally, assess the quality of the decisions made by the company and provide recommendations for improvement. (NOTE: This will become part of your final paper).
Your paper must be five to six pages in length (excluding the title and reference pages), incorporate at least two scholarly sources from the Ashford University Library (other than the case and textbook), and be formatted according to APA style guidelines as outlined in the Ashford Writing Center.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
What’s Driving Porsche?
Rebecca Henderson, Cate Reavis
There are some customers who love the idea that an engineer working on their project in the afternoon was the same guy working on a 911 motor in the morning.
—Managing Director, Porsche Engineering Group
1
We were working with Volkswagen on the next generation of the Cayenne (which shared its structure with the VW Touareg and Audi Q7) and I wanted a clear connection to safeguard Porsche’s interests. We could not do this alone.
—Porsche CEO Wendelin Wiedeking, on decision to acquire VW
2
In early March 2008, Porsche’s supervisory board, which included the chairman of the Volkswagen Group, Ferdinand Piëch, agreed to raise its holding in Volkswagen from 31% to 50% giving it a majority stake.
Porsche’s takeover of VW was seen by many as a wise move for the small, independent car company that, unlike rival brands Jaquar, Ferrari, Lamborghini, and Lotus, had managed to avoid being gobbled up by the auto industry’s behomoths the likes of General Motors, Chrylser and Ford. There was, however, a key strategic question about Porsche’s acquisition of VW that was not receiving a lot of press: Would the long-term stability of Porsche’s engineering and design prowess be at risk by bringing VW "in-house"?
1
Scott Miller, "Road More Traveled,"
The Wall Street Journal
, August 21, 2002.
2
Ray Hutton, "Porsche Set to Take the Wheel at VW,"
The Sunday Times
, October 14, 2007.
WHAT’S DRIVING PORSCHE?
Rebecca Henderson and Cate Reavis
AUGUST 25, 2009 2
3
Bret Orekson, "Engineering Is Porsche’s Secret Weapon,"
Automotive News
, January 15, 2001.
4
Adler, Dennis,
Porsche: The Road from Zuffenhausen
, 2003, p. 76.
5
Jeremy Cato, "Porsche Revs Up for Explosive Growth,"
The Globe and Mail
, February 22, 2007.
6
€1 = US$1.47 (December 31, 2007)
7
Gail Edmondson, "Pedal to the Metal,"
BusinessWeek
, September 3, 2007.
Engineering and design were considered the hallmarks of Porsche’s competitive advantage, and rather t.
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
IntroductionIn 1895 in Czechoslovakia, two keen cyclists, .docxnormanibarber20063
Introduction
In 1895 in Czechoslovakia, two keen cyclists, Vaclav Laurin and Vaclav Klement, designed
and produced their own bicycle. Their business became Škoda in 1925. Škoda went on to
manufacture cycles, cars, farm ploughs and airplanes in Eastern Europe. Škoda overcame
hard times over the next 65 years. These included war, economic depression and political
change. By 1990 the Czech management of Škoda was looking for a strong foreign partner.
Volkswagen AG (VAG) was chosen because of its reputation for strength, quality and
reliability. It is the largest car manufacturer in Europe providing an average of more than
5 million cars a year – giving it a 12% share of the world car market. Volkswagen AG
comprises the Volkswagen, Audi, Škoda, SEAT, Volkswagen Commercial Vehicles,
Lamborghini, Bentley and Bugatti brands. Each brand has its own specific character and is
independent in the market. Škoda UK sells Škoda cars through its network of independent
franchised dealers.
To improve its performance in the competitive car market, Škoda UK’s management needed
to assess its brand positioning. Brand positioning means establishing a distinctive image for
the brand compared to competing brands. Only then could it grow from being a small player.
To aid its decision-making, Škoda UK obtained market research data from internal and
external strategic audits. This enabled it to take advantage of new opportunities and respond
to threats.
The audit provided a summary of the business’s overall strategic position by using a SWOT
analysis. SWOT is an acronym which stands for:
• Strengths – the internal elements of the business that contribute to improvement and
growth
• Weaknesses – the attributes that will hinder a business or make it vulnerable to failure
• Opportunities – the external conditions that could enable future growth
• Threats – the external factors which could negatively affect the business.
This case study focuses on how Škoda UK’s management built on all the areas of the
strategic audit. The outcome of the SWOT analysis was a strategy for effective competition in
the car industry.
Strengths
To identify its strengths, Škoda UK carried out research. It asked customers directly for their
opinions about its cars. It also used reliable independent surveys that tested customers’
feelings. For example, the annual JD Power customer satisfaction survey asks owners what
they feel about cars they have owned for at least six months. JD Power surveys almost 20,000
car owners using detailed questionnaires. Škoda has been in the top five manufacturers in this
survey for the past 13 years. In Top Gear’s 2007 customer satisfaction survey, 56,000 viewers
gave their opinions on 152 models and voted Škoda the ‘number 1 car maker’. Škoda’s
Octavia model has also won the 2008 Auto Express Driver Power ‘Best Car’.
133
SWOT analysis in
action at Škoda
CURRICULUM TOPICS
• Strengths
• Weaknesses
• Opportunities
• Threats
GLO.
Kurt McGuiness' presentation at Mumbrella360JordanDervish
Kurt McGuiness, PR & Brand Experience Manager, Volkswagen Group Australia presented 'The Volkswagen Guide on How to Employ the Rule of Four in Your Content Strategy'
Introduction
Four Functions Approach
Important Success Factors
Challenges that will face next 5 years
Findings
Recommendation
Solar Power and Tidal
Resignation of Volkswagen's CEO Martin Winterkorn
Who is liable if collision occurs?
i. Planning
Long-term objectives
Strategies
Difficulty of individual goals
ii. Organizing
Employees report to me
Centralisation or Decentralisation
iii. Controlling
iv. Leading
Running head SWOT ANALYSIS FOR TATA MOTORS1SWOT ANALYSIS FO.docxtoltonkendal
Running head: SWOT ANALYSIS FOR TATA MOTORS 1
SWOT ANALYSIS FOR TATA MOTORS 3
SWOT Analysis for Tata Motors
Shaneya Acker
Professor Senft
MKT501
Trident University International
February 10, 2018
Introduction
Tata motors were established in 1945 with annual revenue in the excesses of ten billion. Over time, the company has grown to become one of India’s all-time leading motor vehicle manufacturers. It has equally been ranked among the top ten motor vehicle manufacturers in the world. Based on the nature of the operations and the quality of its vehicles, it has an impressive export record history thus marketing the services and the products of the company at the international arena. In its strategic growth, the company has launched Tata Nexon in its line of production and it’s expected to achieve the desired market penetration upon its launch. Its noteworthy that the competition in this area of concern has grown so immense that the there has to be a well laid down strategy through which the company is made capable of adapting to the changing market forces which shake up its market share from time to time. To effectively handle this, a SWOT analysis of the Company’s operating environment is necessary. Available evidence has pointed lack of SWOT analysis to the failure of the Company’s City Rover Model when it tried to enter into the British market.
Strengths
Based on the fact that Tata Motors is enjoying the largest share of the market, it has got a number of strengths which should be worked on to ensure that the company achieves the market penetration for its new model of luxury to be launched. These include:
· Strongest Brand equity and share of the Indian Market.
· Good Legacy coupled with Dignity of the Tata Brand is almost as old as Ford Motor Company
· Global recognition in trucks and light buses.
· Sound fundamentals in turbo diesel engines that they developed in joint venture with Cummins
· Effective control over the Indian Market.
· Ownership of the heritage of British motor brands – Land Rover and Jaguar
· Strategic approach and collaboration with Mercedes Benz which is leading seller in premium car marketing segment of the Indian Market.
· Boasts some World class quality and product accreditations which are ISO 9001, ISO 20000 and ISO 14001
· Boasts Excellent and effective cost management framework which is Ariba Spend Management
· Excellent Supply Chain Management which utilizes SAP framework
· Has experienced, high quality, very productive and low cost work force
· Brags ownership of some of the largest automobile manufacturing plants of the world
· Strategic orientation through diversification strengths due to other conglomerate businesses of Tata Motors.
· Has high returns and excellent financial strengths totaling to about $10 Billion of annual revenues
· The parent group of the company has an annual turnover of over $30 billion thus making it stronger.
Tata Motors Weaknesses
· Product failure and has neve ...
Shiny Provision Store - Retail challenge for a kiraana storeDevanand Hariperumal
The case has been analysed and the patterns of the people in the bangalore sub urban area has been shown with the monthly retailing sales potential. Also retail image dimensions and psychological ratings are presented.
Segmentation of marriott hotels, different levels of product, products and services of Marriott hotels, reward programs of Marriott and about how they retain their customers.
It's a B2B and a B2C case where revenue comes from advertising and also from people. Case analysis of fashion channel with the interpretation of Demographic and attitudinal cluster analysis, problems pertaining to TFC, studying the solutions to the problems and answered to why "Dual targeting" ?
Here we've analysed the case, brought some hypotheses and brought some conclusions about the focus group members. Also discussed on the dynamics of focus group discussion. The segmentation for this perfume have also been identified.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Quantitative Data AnalysisReliability Analysis (Cronbach Alpha) Common Method...2023240532
Quantitative data Analysis
Overview
Reliability Analysis (Cronbach Alpha)
Common Method Bias (Harman Single Factor Test)
Frequency Analysis (Demographic)
Descriptive Analysis
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
2. PORSCHE
Founder - Ferdinand Porsche
Year - 1931
Services - automotive financial
services, engineering
services, investment
management
Owner - Volkswagen
Headquarters - Germany
CEO - Porsche Matthias Muller
Tag line - There is no substitute
3. WHAT’S DRIVING PORSCHE
Porsche has a strong R&D team Bringing the R&D function
of two firms too close together could potentially weaken
Porsche engineer’s sense of belonging and demotivate them.
Sales fell from 50k to 14k between 1986 – 1993.
In 1948 Porsche produced its first brand sports car, Porsche
356 series rolled off production line.
CEO Wendelin Wiedeking – lean manufacturing – lost
concentration on Porsche’s own car design – more
concentration on outside engineering –decided to go beyond
sports car niche.
4. WHAT’S DRIVING PORSCHE
Porsche cayenne with VW touraeg’s chassis frame was
introduced in the market with higher price than that of VW
touraeg’s - leaded to brand corruption.
People started to use Porsche cayenne for daily runabout and
failed to understand the importance of the brand Porsche SUV –
sales drop.
Porsche could test or develop ideas that the company would
not have been able to fund on its own.
Porsche and VW signed an agreement under which Porsche
was forbidden to design car for any other company between 1.0
through 1.3 engines under loose agreement.
7. Why this strategic planning?
Analysis is required in an organization during the following
decisions
To launch a new product or service
Consideration of new route to market
Working as a part of strategic project team
Entering a new region or country
8. SWOT ANALYSIS
STRENGTH
High brand presence and reputation
across globe
It has supreme style with sporty
features
One of the most recognized top-of-
the-mind and popular luxury car
brands
WEAKNESS
Lacking presence in middle income
segment which is expanding at a
phenomenal rate
Very high maintenance and running
cost in an extremely competitive
luxury car market
9. SWOT ANALYSIS
OPPORTUNITIES
Capitalize on exclusivity and increase
sales
Future generation and concept cars
Increasing manufacturing facilities
and distribution as well as servicing
network
THREATS
Government policies in some
countries
Impending recession which may
decrease purchasing power
10. PORTER’S FIVE FORCE MODEL
INTENSITY OF RIVALRY AMONG COMPETITIORS
Rivalry -extremely high
Competitors such as Benz, Ferrari, Lamborghini etc.
THREAT OF NEW ENTRANTS
New entrants are very low
Due to the factors like capital, brand recognition, large economy etc.
11. THE THREAT OF NEW SUBSTITUTES
Similar frame to that of Volkswagen Touraeg
Leads to brand corruption
However both models has its own advantages and
disadvantages
BARGAINING POWER OF SUPPLIERS
There is no bargain as contract with Porsche represents a
significant opportunity.
Also has a large supplier base VW.
12. BARGANINING POWER OF BUYERS
In this scenario the threat is moderate since the buyers are willing to
pay higher price for a premium brand.
13. Bringing up VW and Porsche together –
weaken Porsche’s engineers sense of
Belonging and demotivate them.
SOLUTIONS
Employees can be motivated by explaining them that the companies
are collaborated hence must be considered as a single company and all
employees must work together for the welfare of the company.
Employees can be made to work in two separate companies.
Respect, Trust and value each other
Show appreciation
Foster two way communication.
14. “Loose agreement” between Ferdinand
Porsche and VW’s Chairman – 40% of
Porsche’s development capacity belonged to
VW over a certain number of years.
SOLUTIONS
Renegotiating the terms that the period of years is limited
With the amount earned in certain period staring as a new
venture and not under Volkswagen group with the title “Porsche
goes independent”
Renegotiating the terms and conditions in that the percentage of
stake must be reduced to less than 25%
15. Outside engineering services would
become very low since Porsche shares its
innovations and strategies with VW.
SOLUTION
Create a new company under parent company Porsche let this
new company join hands with Volkswagen so that the Porsche
can outsource its innovation and strategies.
16. Porsche could test or develop ideas that the
company would not have been able to fund on
its own.
SOLUTIONS
Raise money from donor groups, by conducting super events,
Sister concerned company can be developed with the help of alumni
and designs can be created and outsourced.
Based on the profit earned with Volkswagen after a few years of
agreement, start Porsche as an independent automobile venture.
Porsche should accquire100% share of VW so that it will be the
holding company and there will be an increase in cash flow.
To market about their new product so that it will create a
demand and their equity share increases