management case analysis

Complete a case analysis of Case 11.2:  Car Wars at Wolfsburg found on pages 341 of your text.  Make sure you open & read the guidelines and rubric that you will find under the Syllabus link of the class.  Please note that the rubric follows the criteria outlined in the assignment guide and rubric.  




Case Analysis Guidelines                                                                          




The purpose of a case analysis assignment is to provide you with an opportunity to apply concepts from class to actual situations.  Your group case analysis should be professionally written, concise, and in APA format. Please be sure to incorporate theories or concepts from class, and outside research. Reference them appropriately.


Your case analysis should follow the model described below:


·      Read the case thoroughly in 1-2 readings.


·      Reread the case and begin your written analysis using the following format and/or headings:


·      Synopsis of the Situation:  Write a brief synopsis that describes the background information about the case, an overview of the case.


·      Key Issues:  Definethe key issues/factors and the roles of the Key Players.  You should include only those issues that impact the identified problem.


·      Define the Problem.  Identify one key problem.  While there may be several problems and a multitude of symptoms, attempt to identify one problem, the resolution of which would alleviate most of the symptoms found in the case.  The problem can frequently be defined around one of the key factors of marketing, target market, environment, or marketing mix elements (product, price, promotion, or distribution).


·      Alternative Solutions.  Develop two or more alternative solutions to the defined problem.  This should not be a laundry list of actions one could take to address every symptom, but alternative actions that could correct the problem at hand.  Identify the pros and cons of implementing each alternative.


·      Selected Solution to the Problem:  Select one of the alternatives and explain why it would be best.  Most of this work is already done if the alternative solutions clearly point out advantages and disadvantages to each.


·      Implementation/Recommendations:  Identify how to implement the selected solution and what the expected results (positive and negative) might be. Your job is to identify an action, not put off action.






By Steven L. McShane, University of Western Australia


 Over the past 15 years, Volkswagen Group (VW) acquired several fiefdoms—Audi, Lamborghini, Bentley,


Bugatti, Skoda, SEAT—that jealously guarded their brand


and continuously rebelled against sharing knowledge.


One member of VW’s supervisory board (the German


equivalent of a board of directors) commented that


 managing the company is “like trying to ride a chariot


with four or five horses, each of which pulls in a different




 Then Porsche AG entered the fray. The luxury sports car


company, which relies on VW for some of its production


work, began acquiring stock in VW and eventually


achieved a controlling interest. Porsche CEO Wendelin


Wiedeking was aware of VW’s internal rivalries. “If you


mix the Porsche guys with the Audi guys and the VW guys


you will have trouble,” says Wiedeking. “Each is proud to


belong to his own company.”


 Yet Wiedeking stirred up a different type of conflict as


Porsche tightened its grip over VW’s supervisory board.


Through an unswerving drive for efficient production and


astute marketing, Wiedeking and his executive team transformed Porsche into the world’s most profitable and prestigious car company. Wiedeking wanted to apply those


practices at VW by closing down inefficient operations and


money-losing car lines.


 “Wiedeking is a Porsche CEO from another corporate


culture,” says German auto analyst Christoph Stuermer.


“He’s out to maximize profits by cutting costs. And


he snubbed everyone, telling off VW management, interfering with their way of doing business.” Ferdinand


Dudenhoeffer, director of Germany’s Center of Automotive Research (CAR), agrees. “Porsche is very successful in being lean and profitable. It’s not going to be




 Particularly offended by Wiedeking’s plans was VW


chairman Ferdinand Piëch, who had a different vision of


Europe’s largest automaker. Piëch, whose grandfather


 developed the VW Beetle, placed more emphasis on


spectacular engineering than exceptional profits. For


 example, he supported the money-losing Bugatti brand,


which VW acquired several years ago when Piëch was


CEO. More recently, Piëch championed the Phaeton,


VW’s luxury car that broke new ground in innovation (it


boasts 100 patents) but did not achieve commercial




 Wiedeking, on the other hand, believed that VW


could be more profitable if it stopped producing the


 Phaeton and Bugatti. “Piëch sees his vision endangered


by Wiedeking,” says Dudenhoeffer. “Wiedeking said that


there are no holy cows at VW, no more Phaetons, no more


Bugattis.” These ideas made Piëch’s blood boil. “Anyone


who says that VW should pull the Phaeton doesn’t


 understand the world,” grumbled Piëch, explaining that


luxury cars represent the only segment with double-digit




 There is an unusual twist in the conflict involving


Piëch, Wiedeking, and Porsche. Piëch is a member of the


Porsche family. He is a cousin of Porsche chairman


Wolfgang Porsche and owns a 10 percent share of the


Porsche company. Piëch began his career at Porsche


and became its chief engineer before moving to Audi and


later VW. Furthermore, in what many consider a blatant


conflict of interest, Piëch supported Porsche’s initial


 investment in VW. But when Piëch’s and Wiedeking’s


plans ended up on a collision course, that initial friendly


investment in the partnership turned into all-out corporate war. “There was always a cease-fire between Piëch


and the Porsches, but now it’s war,” claims auto analyst


Ferdinand Dudenhoeffer. “This is like Dallas and Dynasty in Wolfsburg [the city where VW has its headquarters]. No company in the world is so self-absorbed with


its problems.”




 Ironically, Porsche CEO Wendelin Wiedeking’s plans backfired. Porsche had borrowed heavily to acquire its controlling interest in VW while maintaining its own business


operations. Some estimate that Porsche had loans of more


than US$14 billion. Furthermore, VW shares increased


substantially during the takeover process, so Porsche owed


massive taxes for the increased “paper profits” of the shares


it owned. The timing couldn’t have been worse. The great


financial crisis hit the world, which cut Porsche sales and


dried up funds, making it difficult for Porsche to pay interest on its loans and to renew loans that were coming due. In


 effect, it was on the brink of bankruptcy. In addition, a


unique law allowed one German state (Lower Saxony),


which had a 20 percent ownership in VW, to veto any important decisions in the company, including Porsche’s control of VW.


 Ultimately, Porsche agreed to give up its controlling


 interest in VW. Instead, it sold some of its business to


VW  and the Qatar government and, ultimately, agreed to


be acquired by VW (rather than vice versa). Wiedeking lost


his job as Porsche CEO, whereas Ferdinand Piëch (as chairman of VW’s supervisory board) would effectively be head


of both automakers. Complicated legal and financial


 matters have delayed the complete acquisition, but VW


 effectively manages Porsche today.




McShane, Steven; Von Glinow, Mary (2013-01-01). Organizational Behavior, 6th edition (Page 341). Business And Economics. Kindle Edition.


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