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MessaggioInviato: ven ott 06, 2017 7:47 am 
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Iscritto il: dom mar 12, 2006 2:41 pm
Messaggi: 18979
daimlerchrysler ha scritto:
Temprone ha scritto:
Se avete domande per stadler, giovedì lo intervisto



Quando verrà cacciato da Audi?
Quanto sarà debole il quarto quadrimestre di Audi? Quanto peseranno i lanci dei modelli sulla redditività operativa?
Venderete Lamborghini e Ducati?


non vendono lambo e ducati. Potrebbe arrivare uno scooter elettrico.


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MessaggioInviato: ven ott 20, 2017 8:23 pm 
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Iscritto il: ven apr 28, 2006 6:03 pm
Messaggi: 10159
LONDON -- Bentley said Jaguar Land Rover's head of global strategy, Adrian Hallmark, will become the brand's CEO as part of a reshuffle that also brings in new board members for engineering, sales and marketing and human resources.

Hallmark, 55, will succeed Wolfgang Duerheimer, 59, on Feb. 1, Bentley said in a statement on Friday.

Duerheimer is retiring as CEO of Bentley and head of Bugatti but will continue to advise Bentley parent, Volkswagen Group, on motor sports. Audi Sport boss Stephan Winkelmann will take on Duerheimer's post as president of Bugatti.

Hallmark has more than 18 years of automotive board level experience in the U.S., Europe and Asia with Porsche, Volkswagen, Saab and Bentley.

This will be the second time Hallmark has worked at Bentley after serving as its sales and marketing chief between 1999-2005 during which time he played an integral role in the introduction of the Continental GT in 2003.

Hallmark, a British national, rose within the VW Group to become head of VW of America, then head of VW's Asian division before joining Saab as global sales chief. In 2010, he moved to Jaguar Land Rover as the Jaguar brand's global director, then JLR's global strategy chief.

Bentley's announcement confirms a report in Germany's Manager Magazine last month that Duerheimer would be replaced by Hallmark in a management shuffle.

New board members

The reshuffle also sees Werner Tietz, 54, promoted to Bentley's chief engineer from his current role as Porsche's head of body and trim engineering. Tietz replaces Rolf Frech, 60.

Bentley's new sales and marketing chief will be Chris Craft, who takes over from Andreas Offermann, 60. Craft, 58, has led Porsche in the UK since 2012, before which he was director of the VW brand in the UK.

Astrid Fontaine, 48, becomes Bentley's board member for human resources, digitalization and IT, taking over from Marlies Rogait, 60. Fontaine moves from her current roles as head of HR at Porsche North America.

Bentley's vehicle deliveries increased by 31 percent year-on-year to 5,238 in the first six months, according to VW Group's half-yearly report.

Bentley swung to a 13 million euros profit in the first half from a 22 million loss in the same period last year. The improved result was due to positive exchange rate effects and lower product development expenses, VW said in a statement on July 27. The fall in the pound since the UK voted to quit the EU has made Bentley's exports from Britain more profitable.


Molti analisti accusano l’attuale ceo di Vw Matthias Müller di non avere polso. Ovviamente non è Piech e neanche Winterkorn, per imporre le sue decisioni ci impiega moltissimo tempo ma ad inizio settembre ha licenziato metà del board di Audi e adesso tocca a Bentley.
Nonostante il successo della Bentayga i profitti sono piuttosto bassi, il piano era di raggiungere 200 milioni di risultato operativo mentre quest anno si chiuderà con al massimo 75 milioni. L’attuale ceo Dürrenheimer se ne andrà in pensione non essendo riuscito nella scalata gerarchica. Piech aveva molte speranze su questo ex manager Porsche ma come direttore tecnico di Audi è durato meno di un anno.


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MessaggioInviato: mer nov 15, 2017 12:37 pm 
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Iscritto il: ven apr 28, 2006 6:03 pm
Messaggi: 10159
HAMBURG (Reuters) - Volkswagen’s (VOWG_p.DE) leaders will on Friday probably approve more investment in a plant in eastern Germany to ramp up production of electric cars there, sources said, as the carmaker strives to create a mass market for zero-emission vehicles.

FILE PHOTO: Volkswagen's logos are pictured at the 45th Tokyo Motor Show in Tokyo, Japan October 25, 2017. REUTERS/Kim Kyung-Hoon/File Photo
The world’s largest automaker plans to spend more than 20 billion euros ($23.5 billion) on electric mobility by 2030, including costs to develop battery models and upgrade factories.

Until it admitted in 2015 to cheating on U.S. diesel emissions tests, Volkswagen (VW) had been slow to embrace zero-emission cars. Under its “roadmap E”, VW now aims to offer an electric version of each of its 300 group models by 2030.




With its nearly 9,000 workers, VW’s plant in Zwickau makes the Golf and Passat models. The combustion-engine vehicles could be shifted to the under-utilized factories at Wolfsburg and Emden to make room for electric-car production at the site in Saxony, three sources close to VW said on Tuesday.

“Things are moving in this direction,” one of them said.

A spokesman for VW’s operations in Saxony, which also include an engine plant in Chemnitz and a site in Dresden, said Zwickau has been earmarked to build an electric model but declined to elaborate.

A spokesman at VW’s Wolfsburg headquarters declined to comment.

VW’s supervisory board will meet on Friday to sign off on management’s capital and development spending targets for the next five years.

At the previous budget round a year ago, VW pledged to cut group spending on factories, equipment and technology to 6 percent of automotive sales by 2020 from 6.9 percent in 2015.

VW is struggling to fund a strategic shift to electric cars and new mobility services while grappling with its emissions scandal which has cost it around $30 billion so far.


Il consiglio di sorveglianza di Vw si riunisce sempre a fine novembre per approvare il budget quinquennale e per la prima volta da due anni l’atmosfera dovrebbe essere meno tesa. La capitalizzazione attuale ha superato il valore pre-dieselgate, non ci dovrebbero essere grossi rimborsi e soprattutto l’azienda riescea generare nonostante tutto 15 miliardi di cash flow in un anno quindi in un paio di anni potranno recuperare i costi dello scandalo. Ovviamente il sindacato dopo aver bloccato la vendita di Ducati vuole imporre nuove scelte antieconomiche. Nonostante la pianificata riduzione di 23.000 dipendenti le fabbriche tedesche occidentali del marchio Vw ci sono ancora troppi operai e il calo delle vendite di Passat, Golf e Touran esacerba il surplus produttivo. Vw non ha accesso a qualcosa di simile alla cassa integrazione e può accedere al Kurzarbeit ( che è cosa ben diversa) solo in caso di un calo della domanda pari al 20%. Osterloh vuole costringere il management a convogliare la produzione di tutte le vetture elettriche di Seat, Skoda, Vw e Audi ( solo le piccole) nella fabbrica sassone di Zwickau per poi spostare la produzione di Passat e Golf verso Wolfsburg ed Emden.
Questa decisione non avrebbe senso per molti motivi
1) si sposta la produzione di centinaia di migliaia di veicoli da un impianto più prodottivo ad uno più costoso.
2) si ruba produzione a Seat, Skoda e Audi che realizzano più profitti per mantenere occupate Wolfsburg ed Emden.
3) se le vendite delle elettriche non decollano Zwickau sarà a rischio.

Nel frattempo hanno scoperto che Osterloh prendeva senza dichiararlo quasi uno stipendio da manager pari a 850.000 euro l’anno nonostante le leggi del sindacato Ig metall prevedano un massimo di 158.000 euro.


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MessaggioInviato: mer nov 15, 2017 2:01 pm 
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Iscritto il: dom feb 18, 2007 11:08 pm
Messaggi: 12767
Località: Bologna
Non siamo gli unici ad avere dei sindacati che per salvare le foglie puntano a tagliare il tronco dell'albero...

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MessaggioInviato: ven dic 01, 2017 8:00 am 
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Iscritto il: ven apr 28, 2006 6:03 pm
Messaggi: 10159
Volkswagen's strategic realignment is delivering
• Brand gives positive interim assessment after one year of "TRANSFORM 2025+"
• Successful start to largest model offensive in the history of Volkswagen
• Improvement in competitiveness and financial figures
• Target corridor of 4.0 – 5.0 percent defined for return on sales in 2020
• Brand CEO Diess: "We have taken the first step - but we still face tremendous challenges."
Dr. Arno Antlitz, Member of the Board of the Volkswagen brand responsible for Finance, brand CEO Dr. Herbert Diess, Jürgen Stackmann, Member of the board responsible for Sales and Marketing.
The Volkswagen brand is moving ahead with the transformation initiated under its TRANSFORM 2025+ strategy a year ago. Implementation is running at full speed and the core brand of the Volkswagen Group has made progress in all the key action areas over the past 12 months.
"We have initiated the fundamental realignment of the brand with our strategy. This is the milestone plan which Volkswagen will use to steer through the extremely demanding phase in our industry which is ahead of us. Our goal is to make Volkswagen the world's leading volume manufacturer and to ensure that we make optimum preparations for the future of the automobile," said Dr. Herbert Diess, CEO of the Volkswagen brand.
Thanks to the successful SUV offensive among other factors, the brand is back on track for growth and is heading for a sales record in 2017. In line with its goals, the brand is increasingly regaining the lead in the volume segment. At the same time, Volkswagen is consistently forging ahead with the expansion of e-mobility and the sustained transformation of its powertrain portfolio.
The fact that the realignment is taking effect is also confirmed by the profitability of the brand. For 2017 as a whole, Volkswagen expects an operating return on sales slightly above the original target corridor of 2.5 to 3.5 percent. This year, the brand is therefore already approaching the target of about 4.0 percent set for 2020. On this basis, the Volkswagen brand has defined a target corridor for 2020 of an operating return on sales between 4.0 percent and 5.0 percent.
Implementation of TRANSFORM 2025+ successfully started
In November 2016, Volkswagen had initiated the fundamental strategic realignment of its core brand with the TRANSFORM 2025+ strategy. In the first phase, up to 2020, core business is to be strengthened and the brand is to be positioned as a leading, profitable volume manufacturer before taking the lead in e-mobility. In this first phase, the brand is pursuing five key action areas.
SUV offensive taking effect
In the course of the model offensive, Volkswagen has been able to significantly increase the number of vehicles delivered in the course of the year. In October, Volkswagen set a new record for monthly deliveries, with a total of 550,900 vehicles handed over to customers throughout the world. After 10 months, deliveries have reached a cumulative figure of 5.04 million vehicles, which is more than 3 percent above the prior-year period – and sales have recently gained momentum. For the year as a whole, the brand expects to set a new sales record.
This year, Volkswagen will have launched 10 new models, including five entirely new models without predecessors. The main focus of the model offensive is on the SUV segment, with new models including the Tiguan Allspace, Atlas and T-Roc. By 2020, Volkswagen intends to expand its global SUV range to 20 models. By then, about 40 percent of the Volkswagens sold are to be SUVs.
Brand positioning strengthened
With its model offensive, the brand is pursuing the goal of positioning itself as the most attractive volume brand in all major regions of the world by 2020. In order to achieve this objective, Volkswagen has strengthened the organization of the major regions and given them greater responsibility in the course of its regionalization strategy; this also applies to the product portfolio. The new Volkswagen models are tailored to meet the wishes of customers in the regions even more closely. The regions throughout the world are linked by the brand's claim to a leading position for quality and technology in the volume segment.
"Volkswagen is back on the offensive in all its core markets. We have achieved a turnaround with attractive models and are winning market shares," said Jürgen Stackmann, Board Member of the brand responsible for Sales. "And we have only just started with our model offensive. Our product pipeline for the next few years is jam-packed – with many more strong vehicles precisely tailored to specific preferences in the various regions."
Turnaround initiated in regions
On the key US market, Volkswagen is pursuing the goal of becoming a relevant volume brand. In North America alone, four new SUVs are planned by 2020. In South America, Volkswagen has renewed its model range and aims to regain market leadership, e.g. with the Virtus model which was recently presented. In China, the brand intends to safeguard its position as a market leader with more than 10 new SUVs up to 2020 and to assume a leading position in the key global market for e-mobility. For this purpose, Volkswagen will be launching more than 10 new electric models in China by 2020.
The first positive impact of the realignment in the regions is already evident in the sales figures. For example, deliveries to customers in China rose by about 4 percent in January to October compared with the corresponding prior-year period. In the USA, the rise was almost 10 percent and in Brazil more than 20 percent. In Russia, the brand already reached the financial break-even point, with growth of 17 percent in deliveries – significantly earlier than planned.
Improved competitiveness
Despite its worldwide model offensive and the associated expansion of the product range, Volkswagen has succeeded in keeping overall fixed costs stable.
The pact for the future agreed a year ago is contributing to improved competitiveness. The pact provides for savings and efficiency improvements in all areas and at all locations with a positive impact on the result of €3.7 billion per year by 2020, including €3.0 billion in Germany. Since the pact was launched a year ago, improvements totaling €1.9 billion have already been achieved. Other specific measures are currently being implemented.
The pact for the future also provides for the socially compatible loss of 23,000 jobs by 2020 in Germany – at the same time as the creation of 9,000 jobs in future-oriented areas. Here too, Volkswagen is making progress. In 2017, 3,800 jobs have been cut to date. 2,000 of these job losses have compensated for by expected recruitment of apprentices upon the completion of their training and approved structural changes. In total, about 1,800 jobs have therefore been lost in 2017. The total target of 9,200 partial early retirement contracts signed, which are to take effect step-by-step up to 2020, will probably be reached by the end of the year.
To a large extent, the agreed targets for productivity improvements at the German plants have also been reached. The Wolfsburg (Tiguan and Touran), Salzgitter and Kassel plants have already made improvements above the target of 7.5 percent set for 2017. Productivity improvements at the Wolfsburg (Golf), Emden, Zwickau and Brunswick plants are still slightly below this figure.
Board Member for Finance Arno Antlitz said: "With our TRANSFORM 2025+ strategy and the pact for the future as a key element, we have already strengthened the earnings power of the Volkswagen brand over the past 12 months. We will pursue this path consistently with a view to expanding and sustainably safeguarding our return, even though the cost of meeting more stringent CO2 targets and expenditure for future-oriented investments will grow considerably over the next few years."
In Europe, a CO2 target of 95 grams per kilometer has been set for 2020. After 2020, the requirements will become even more stringent. The EU plans a voluntary electric car quota of 15% for 2025 and there will be new, demanding targets for fleet emissions. This means that e-mobility will become the key factor in meeting statutory requirements and mastering the associated financial challenges. It will be crucial to create a financial basis for shouldering the tasks ahead of us – and shaping e-mobility in a profitable way.
Development of new skills
In order to safeguard its future viability, Volkswagen is developing new skills – especially in the fields of digitalization and e-mobility. All in all, 9,000 new jobs in future-oriented areas are to be created over the next few years. In addition, comprehensive training programs have started to prepare the workforce for the upcoming challenges.
Volkswagen is also expanding the direct contact with customers which is necessary for a continuous digital customer experience. The Future Sales Model defines cooperation with dealers throughout the world and lays the organizational foundation for the mobility services of the future.
Only a few days ago, Volkswagen reached a milestone in the digitalization of the brand in Germany: the new customer portal "Volkswagen We" is available with immediate effect. Among other functions, this allows customers to book servicing appointments directly using a smart phone for the first time. The platform gives Volkswagen the possibility of maintaining continuous direct contact with customers and offering them personalized content and convenient services.
Outlook: acceleration of realignment
Up to 2020, Volkswagen will be launching more than 10 new models per year, including many SUVs. At the same time, the brand will continue to step up its efforts to make determined progress with the key future topics of the automotive world. This applies not only to e-mobility but also to digitalization and autonomous driving.
In order to accelerate the strategic realignment, Volkswagen recently adapted its investment plans to the TRANSFORM 2025+ strategy. Over the next five years, the brand will be investing about €4 billion in the new MEB electric architecture at its plants around the world. An additional amount of about €2 billion is to be invested in development. The Zwickau plant is to be developed into the largest European e-mobility center. Initially, the series production of all vehicles based on the new modular electric drive kit (MEB) will be concentrated at the plant. The first vehicle in the new generation of electric cars is to be the I.D.*, which will be launched in 2020.
The foundations for these developments will already be laid in 2018. The technical architecture of the MEB is to be finalized and preparations are to be made for production. Preparations are also to start for the production of the I.D. and market introduction will be planned. Next year, contracts for the supply of key components for the I.D. Crozz* will also be awarded, with series production due to start in 2020.
"The Volkswagen brand has started with the successful implementation of its TRANSFORM 2025+ strategy – the strategic realignment is delivering and we have taken the first step. But this is only the beginning. We have completed the first five kilometers of a marathon. And are all aware of the challenges that lie ahead of us. This is why we will accelerate the realignment of Volkswagen, continue our worldwide model and electric offensive and work hard on our costs," said brand CEO Diess.

Ad un anno circa dall´approvazione del piano di ristrutturazione del marchio Vw il ceo Herbert Diess fa un primo bilancio. Com´e´ovvio c´e´una notevole quantita´di auto-lode. Qualche buon risultato e´stato raggiunto ma sono ancora all´inizio del percorso di cambiamento. I profitti sono piu´che triplicati grazie alla ripresa delle vendite e all´ottimo successo della Tiguan ( piu´di 700.000 unita´previste per quest´anno). In realta´oltre alla ripresa del mercato ed al taglio dei costi il significativo miglioramento e´in parte dovuto al trasferimento delle attivita´di vendita delle varie consociate (ad esempio le vendite UK di Seat, Skoda ed Audi finivano nel fatturato del marchio Vw) a livello centrale. I margini (Cina esclusa) raggiungono il 4,3% e quindi sono ancora molto lontani dai vari rivali come Renault e Psa. Non c´e´moltissimo spazio per migliorare dato che i sindacati non vogliono ulteriori tagli alla divisione di componentistica. La chiave di ogni ulteriore progresso nella redditivita´ sara´nei suv, entro il 2020 il marchio ne offrira´ 20, comprese le varianti. Il 2017 e´stato caratterizzato da importantissimi lanci come T-Roc, Tiguan All Space, Atlas/Teramont e Polo. Il 2018 sara´piu´tranquillo anche se in Cina meta´della gamma sara´rinnovata con 2 nuovi inediti suv compatti, T-Roc a passo lungo, nuova Lavida, nuova Jetta e nuova Passat (quella Americana non la nostra). In Europa sara´l´anno della T-Cross.


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MessaggioInviato: ven dic 01, 2017 11:23 am 
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Iscritto il: mer ott 03, 2012 10:51 am
Messaggi: 3272
Cmq arrivano ottime news o fake news...FCA a VW e capo se meo, visto che in Fiat, alfamaserati è tutto bloccato sarebbe un'ottima notizia

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MessaggioInviato: ven dic 01, 2017 11:32 am 
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Iscritto il: ven apr 28, 2006 6:03 pm
Messaggi: 10159
Stefano_M ha scritto:
Cmq arrivano ottime news o fake news...FCA a VW e capo se meo, visto che in Fiat, alfamaserati è tutto bloccato sarebbe un'ottima notizia



Volkswagen non ha nessuna intenzione di comprare FCA, neache parti di essa. Quest anno dalle casse di Vw sono usciti quasi 20 miliardi di euro in multe verso USA e Canada. Figrati se hanno la forza di un acquisto cosi´pesante da digerire.


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MessaggioInviato: mer dic 06, 2017 6:16 pm 
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Iscritto il: ven apr 28, 2006 6:03 pm
Messaggi: 10159
Immagine

Vw cerca il rilancio in Brasile. Fino al 2002 era il primo gruppo locale poi è iniziato il crollo, ora è terza dietro a FCA e Gm. La Gol ha dominato la classifica delle più vendute per più di vent’anni ma le immatricolazioni sono collassate. Già nel 2008 Vw sosteneva di voler tornare in vetta ma fino ad ora sono avvenuti solo fallimenti. Inoltre i profitti operativi sono passati da +800 milioni di euro nel 2012 a -500 nel 2016.
Partendo dal lancio di Polo e Virtus nell’ ultimo trimestre del 2017 ci sarà una significativa offensiva di prodotto tra cui:

1) T-Cross
2) nuova Amarok
3) pick Up anti Fiat Toro
4) Atlas
5) Tiguan
6) suv compatto Tharek ( o Tharu)
7) mini suv tipo Taigun
8) nuova Jetta
9) erede della Gol su base Skoda per il mercato indiano.

Naturalmente i concorrenti non staranno a guardare, soprattutto RNM risponderanno colpo per colpo.


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