Essay on Volkswagen Marketing Strategy - 1187 Words

Marketing Strategy. â€Å"The Volkswagen Group’s unique portfolio is made up of nine successful brands that excite millions of customers around the globe†(Company Website). Volkswagen, Audi, Seat, Skoda, Volkswagen Commercial Vehicles, Bentley, Bugatti, Lamborghini and Skania are the unique brands that make up Volkswagen AG. Volkswagen AG slogan, â€Å"Volkswagen – Das Auto† is the basis on which all the marketing of their products is formed on. â€Å"Das – Auto† and the combination of these three core messages (Innovative, providing enduring value and responsible) attract customers all over the world who are interested in the brands’ promise for quality, reliability and German engineering. Another one of Volkswagen AG’s main focusses of marketing†¦show more content†¦But this is the only way all the brands and companies can make their own contributions to the common value stream and form cornerstones of the Group.(Company Website) see app endix for complete list of products. Volkswagen Volkswagen Commercial Vehicles Lamborghini Target Market The Volkswagen brand was initiated for the target market of Males and Females between 18 and 39 who recognize the need for quality German engineering. Volkswagen Commercial Vehicles were introduced into and target the market of males between 25 and 55 with need for industrial transport vehicles, cabs. The Lamborghini was designed to target middle aged men who desire a sleek, expensive model with refinement, power, comfort and luxury. Value Package Features: The Volkswagen brand offers quality German engineering, affordable innovation, class leading fuel mileage and reliability in all their vehicles. Benefits: The benefits attributed to the Volkswagen brand include wonderful financing, including low interest rates, customer trust and great customer service. Features: The Volkswagen Commercial Vehicle brand offers quality multi-purpose vehicles. Class leading fuel efficiency and a sleek, well manufactured design are also some features. Benefits: The benefits of Volkswagen Commercial Vehicles, which can be used as motor-homesShow MoreRelatedWhat Factors Govern The Effective Use Of Nostalgia Marketing?1004 Words   |  5 PagesWhat factors govern the effective use of nostalgia marketing? Do you agree with the suggestion that the Beetle nostalgia craze will grow as the ‘baby boomers’ continue to age? Explain. Nostalgia as defined by disctionary.com is â€Å"a wistful desire to return in thought or in fact to a former time in one’s life, to one’s home or homeland, or to one’s family and friends; a sentimental yearning for the happiness of a former place or time.† Various psychologists have theorized that while nostalgia is triggeredRead MoreVolkswagen Suzuki Alliance Case Study Analysis1562 Words   |  7 PagesRunning head: VOLKSWAGEN SUZUKI ALLIANCE CASE STUDY ANALYSIS Volkswagen Suzuki Alliance Case Study Analysis MKT 523- Marketing Management Due Date: 12/11/2009 TABLE OF CONTENTS I. Abstract†¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..3 II. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 III. General Analysis i. Volkswagen current marketing management trends†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 ii. Key information delivered in the article†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..5 IV. Critical/Comparative analysis i. ArticleRead MoreVolkswagen s Brand Loyalty Among The World1273 Words   |  6 PagesIntroduction Volkswagen is one of the leading automaker in the world. It has a good market exposure and Volkswagen maintain a good marketing and marketing communication support all over the world to maintain its brand among the automotive market. Volkswagen have wide verity of brands under one umbrella like Audi, Bentley, Seat, MAN, Lamborghini, Porsche, Skoda, Bugatti, Ducati, Scania. †¢ It is a one stop solution for all type of vehicles. †¢ Not just a car maker but gives all other automotive relatedRead MoreThe Type Of International Strategy1189 Words   |  5 PagesTYPE OF INTERNATIONAL STRATEGY International strategy has been used by Volkswagen and Suzuki, which involved autonomous subsidiaries. International strategy can be considered an ethnocentric strategy which is characterized by the application of the marketing strategy of the home country to all foreign markets without adaption to local environment (Morschett, Schramm-Klein, Zentes, 2011). They used the multinational type of strategy, which focused on the local responsiveness. Subsidiaries operatedRead MoreVolkswagens Management Strategies1560 Words   |  7 PagesExecutive Summary Volkswagen has been one of the leading motor vehicle manufacturer for a long time. With all the competition in the automotive industry, it has been challenging for Volkswagen to get into the position that they are in now. They are involved in almost every type of car market out. Teenagers can enjoy the Volkswagen Jetta, while parents would love the Tourareg. Volkswagen has even put a foot into the exotic car industry with expensive automobiles such as the Bentleys and LamborghinisRead MoreIs Marketing Really All That Ethical?1453 Words   |  6 Pages Is Marketing really all that ethical? Marketing has been used as a forefront for promoting the sale of products, and services to customers for centuries. We see examples of marketing every day channeled through mediums such as television, radio, newspapers, product packaging, and massive billboards on the side of the road. As humans, we are naturally wired to fall for the so called ‘next best product’, the ‘intriguingly eye catching packaging’, and the ‘lowest price’. However, what we are notRead MoreSwot Analysis Of Shenmin Motor Corporation1355 Words   |  6 Pages The Company I previous worked for is a Shanghai Volkswagen dealership in China, named Shenmin Automotive Limited which has been awarded by JD Power â€Å"Best Dealership of The Year† in 2010. Shenmin was founded by Shanghai Automotive Industry Corporation in 1993. SAIC Motor Corporation Limited (SAIC Motor) is the largest auto company on China s A-share market (Stock Code: 600104), and has a total equity of 11 billion shares. SAIC Motor s business covers the research, production and vehicle sales ofRead MoreVolkswagen Strategic Shift Analysis: Mini-Case Study935 Words   |  4 PagesVolkswagen Strategic Shift Analysis: Mini-Case Study Volkswagen has set a bold goal of dethroning Toyota as the world’s largest auto maker. This goal includes significantly increasing the North American market share, as Volkswagen currently holds only 2.2 percent of the United States market. Volkswagen’s strategy includes cutting prices and tailoring its cars to better fit the American lifestyle and tastes. This includes increasing the size of its vehicles and modifying certain amenities, such asRead MoreVolkswagen of America: Managing IT Priorities1308 Words   |  6 Pages In today’s world, IS alignment is crucial for the operation and growth of businesses. Information systems allow businesses to deal with vast amounts of complex information and run more efficiently. Founded in 1930s, Volkswagen is the leading automotive vehicle manufacturer in Germany. However, its USA branch was facing problems with inadequate IT human resources due to excessive outsourcing and a reduction of internal IT staff. Additionally, an inadequate budget to cover the considerable costRead MoreA Critical Evaluation Of How Management Affects The University Of Manchester s Vision Of Social Responsibility1586 Words   |  7 Pagesresponsible for building and coordinating an entire system, rather than performing specific tasks†. As a discipline, management can be divided into a wide range of specialisms, including Human Resources, Accounting, Finance and Marketing. In my essay, I will study the topic of marketing and how it relates to the University of Manchester’s vision of social responsibility. Social responsibility relates to the social contract between businesses and the society in which they operate, requiring a set of generally

programme planning in ece - 2194 Words

DEMONSTRATING KNOWLEDGE OF PROGRAMME PLANNING IN AN EARLY CHILDHOOD EDUCATION SETTING UNIT STANDARD: 9314 Programme planning is a vital part in an early childhood education service to provide quality education and care for the children. Throughout my essay I will be describing the purpose of programme planning in an early childhood education setting which will include the examples of how programme planning can be used and the components of programme planning and how they are related to Te Whaariki which is the â€Å"national curriculum for early childhood sector†. (Ministry of Education, 1996. p. 7) To do programme planning in an early childhood education service, the educators link their planning to the documents, which are the Desirable of†¦show more content†¦The information that educators gather should be kept confidential and only used for child’s learning and development, that is the reason the Code of Ethics is very important in early childhood education services â€Å"to enhance the protection of children and those who work within the service†. (National Working Group, 1994). The second component is interpret and analyse, this is a process to examine the observation carefully, in order to identify the child’s interest, ability and skill which will help the educators to identify exactly what the children’s needs and improvements are. The third component is set learning objectives, this is the process when educators set out goals of what they expect children should achieve at the end of the programme which they plan. Also to find out the best programme, resources and activities that should be place in the learning environment. The fourth component is plan learning experiences. This process consider seven essential learning areas. These are language, mathematics, science, technology, social science, art and physical well-being. (Ministry of Education, 1996. p. 94). For example, activities that children have some prior knowledge such as cooking or weaving at home with mum. The Fifth component is development and implement teaching strategies. This process is the methods and waysShow MoreRelatedProgram Planning in Early Childhood Education Essay1553 Words   |  7 PagesProgramme planning is a vital sector in diverse early childhood education (ECE) service to provide quality education and care for young children. There are many ways we could plan things. The planning will link to the document of desirable of objectives (DOPs), Te Whariki and the licensing criteria which provide by the government. 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Further, the report will include environment and industry analysis by using PESTLE and Porter’s five forces framework. PESTLE analysis will through some light on the macro environment analysis which includes detailed evaluation of political, environmental, social, technological, legal and economic factors that affect the strategic planning and management of the company. Moreover, Porter’s five forcesRead MoreThe Early Childhood Education Essay1728 Words   |  7 Pagesparticipate and contribute, recognition that all are different and unique and adapting resources to each child and family (Carpenter, Jesson, Roberts Stephenson 2008). Furthermore, including children and family in their lear ning and development such as planning, profile books and learning stories are paramount. 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This is in addition to the redevelopment of Edinburgh Waverley station which is already underway Network Rail is also planning to have a large programme of investment for the London 2012 Olympic Games. By raising the fares on train tickets Network rail have the potential to have an increased net profit at the end of 2008. If the company figures show more profit than the previous thisRead MoreComparative Study of Organic Farming Policy of M.P, Sikkim, Karnataka and Kerala States of India7559 Words   |  31 Pagesvillages. But there is also a major thrust in the export of the organic produce citing the statistic of export data in which India was having a Page | 2 ESM TERM PAPER share of 0.2% in the world market of organic produce and the government is planning to increase it by 2.5% by the end of 2012. And the state wants to leverage on its resources to be a leader in this category in the country. The policy gives priority for implementing the organic farming policy to those areas where the chemical Read MoreInternational Business Environment : Individual Assignment2307 Words   |  10 Pagesadheres to the ethical standards in their operations and to elicit its commitment towards high moral code of conduct, IOCL signed a Memorandum of Understanding(MoU) with Transparency International India in 2008 and had practiced Integrity Impact programme which ensured enhanced transparency in each of the business processes (all business transactions involving procurement, contracts, vendor relationships) IOCL is committed to fostering long term relationships with its customers. The company has constantlyRead MoreCsr Report on Tesco Plc3390 Words   |  14 PagesEarly Learning Centre to help educate the community’s children, as well as develop new skills for the adults. Furthermore, alternative approaches to this is the establishment of education facilities for adults, as well as HIV / AIDS education programmes, the majority of which is established in Africa. The most common approach of CSR is through the aid to local organizations and impoverished communities in developing countries. Some organizations however, does not favor this approach as it doesRead MoreMacro and Micro Political Risk3232 Words   |  13 PagesCompare and contrast macro political risk with micro political risk. Discuss policies to combat their impacts on international business activities. Strategic planning is essential prior to any individual or company deciding to engage in international business whether as direct/indirect investment or through trade. An evaluation of risks should be considered and strategies developed accordingly prior to any potential investment in a foreign country. One such risk which requires consideration is

Competitive Advantage Strategies Samples †MyAssignmenthelp.com

Question: Discuss about the Competitive Advantage Strategies or Process. Answer: Competitive Advantage Strategies Globally, business competition is high as the number of entrepreneurs has increased tremendously in the market. These results to the availability of a large pool of sellers from which the consumer can choose from when buying goods and services. Therefore, the entrepreneurs scramble and compete for the limited numbers of potential customers in the market. Firms are continually seeking for competitive advantage in the marketplace. These ensure that the firms' products have high sales in the market compared to those of the competitors in the market. Competition in the market is unavoidable, and therefore companies have to look for ways to attract a high number of customers compared to the competitors. This paper will look at the ways a firm can use to become competitive in the market (Rothaermel, 2015). According to Kim and Mauborgne (2014), blue ocean strategy is the ideal way of firm battling competitors in the marketplace. This plan aims at creating "blue oceans" of uncontested market space which is ripe for growth. The "blue oceans" are areas of no competition for the firms' products and service. These areas make the firm be the sole supplier in the market hence have high sales. This strategy aims at getting a marketplace which has no competitors. Despite the fact that businesses cannot avoid competition in the market these can be created through intensive differentiation of the company's products and lower the costs of the products. According to Tanwar (2013), Porter notes that firm's position in the industry determines whether its profitability is above or below the industry average. The competitive advantage of a company in the market ensures that profit is above the standard in the industry. A firm has two competitive advantages' which are low cost and differentiation. Competitive advantages strategies of a company entails ways of a business ensuring it competes effectively in the market. These plans include; cost leadership, differentiation, and focus. Cost Leadership In this strategy, the firm becomes a low-cost producer in the industry. These are achieved through the firm pursuit of economies of scale, proprietary technology, preferential access to raw materials and other factors. The firm is, therefore, able to offer its products at lower prices compared to those of competitors in the market thus attracting a large number of potential customers. Differentiation The firm in differentiation strategy seeks to make itself unique through its products and services. These would make its products have high sales in the market as they have no competition. The firm is rewarded for its uniqueness with a premium price. Focus Focus rests on the ability of a firm to choose a narrow competitive scope in the market. These include the company paying attention in specific segments in which its products have a high number of customers. These make the firm reduce unnecessary costs and meet its target market fully (Porter, 2008). References Kim, W. C., Mauborgne, R. A. (2014).Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Harvard business review Press. Porter, M. E. (2008).Competitive strategy: Techniques for analyzing industries and competitors. Simon and Schuster. Rothaermel, F. T. (2015).Strategic management. McGraw-Hill Education. Tanwar, R. (2013). Porters generic competitive strategies.Journal of Business and Management,15(1), 11-17.

Developmental Psychology and Stage Statutory Framework free essay sample

Purpose and aims of the Early Years Foundation Stage 1. 1 Every child deserves the best possible start in life and support to fulfil their potential. A child’s experience in the early years has a major impact on their future life chances. A secure, safe and happy childhood is important in its own right, and it provides the foundation for children to make the most of their abilities and talents as they grow up. When parents choose to use early years services they want to know that provision will keep their children safe and help them to thrive. The Early Years Foundation Stage (EYFS) is the framework that provides that assurance. The overarching aim of the EYFS is to help young children achieve the five Every Child Matters outcomes of staying safe, being healthy, enjoying and achieving, making a positive contribution, and achieving economic well-being by: setting the standards for the learning, development and care young children should experience when they are attending a setting outside their family home, ensuring that every child makes progress and that no child gets left behind; providing for equality of opportunity and anti-discriminatory practice and ensuring that every child is included and not disadvantaged because of ethnicity, culture or religion, home language, family background, learning difficulties or disabilities, gender or ability; creating the framework for partnership working between parents and professionals, and between all the settings that the child attends; improving quality and consistency in the early years sector through a universal set of standards which apply to all settings, endin g the distinction between care and learning in the existing frameworks, and providing the basis for the inspection and regulation regime; laying a secure foundation for future learning through learning and development that is planned around the individual needs and interests of the child, and informed by the use of ongoing observational assessment. 1. 2 Â ¦ Â ¦ Â ¦ Â ¦ Â ¦ Context and legal responsibilities 1. 3 The EYFS is a central part of the ten year childcare strategy Choice for parents, the best start for children and the landmark Childcare Act 2006. The Act provides the context for the delivery of the EYFS and taken together with the other elements of the strategy, the EYFS will be central to the delivery of the new duties on improving outcomes and reducing inequalities. Recent years have seen significant developments in early years practice and standards. The EYFS builds on these and practitioners will recognise continuity with the principles, pedagogy and approach of the Curriculum Guidance for the Foundation Stage, the Birth to Three Matters framework, and the National Standards for Under 8s Daycare and Childminding. These three frameworks are replaced by the EYFS and will be repealed. The EYFS is given legal force through an Order and Regulations made under the Act. From September 2008 it will be mandatory for all schools and early years providers in Ofsted registered settings attended by young children – that is children from birth to the end of the academic year in which a child has their fifth birthday. 1. 4 1. 5 The Early Years Foundation Stage Statutory Framework 00267-2008BKT-EN Â © Crown copyright 2008 07 1. 6 The term ’early years provider’ includes: maintained schools; non-maintained schools; independent schools; and childcare registered by Ofsted on the Early Years Register (to be introduced in September 2008), all of which are required to meet the EYFS requirements. From September 2008 it is the legal responsibility of these providers to ensure that their provision meets the learning and development requirements, and complies with the welfare regulations, as required by Section 40 of the Act. About this document 1. 7 This document contains the statutory framework for the EYFS. It sets out the legal requirements relating to learning and development (the early learning goals; the educational programmes; and the assessment arrangements) in Section 2 and the legal requirements relating to welfare (safeguarding and promoting children’s welfare; suitable people; suitable premises, environment and equipment; organisation; and documentation) in Section 3. The learning and development requirements are given legal force by the Early Years Foundation Stage (Learning and Development Requirements) Order 2007 made under Section 39 (1) (a) of the Childcare Act 2006. The welfare requirements are given legal force by Regulations made under Section 39 (1) (b) of the Childcare Act 2006. Together, the Order, the Regulations and the Statutory Framework document make up the legal basis of the EYFS. The requirements in this document have statutory force by virtue of Section 44 (1) of the Childcare Act 2006. Providers have a duty to ensure that their early years provision complies with the learning and development requirements, and the welfare requirements. In addition, this document contains statutory guidance. All providers must have regard to this guidance, which means they must take it into account and, if they decide to depart from it, they must have clear reasons for doing so and be able to demonstrate that their alternative approach achieves the ends described in this guidance. Ofsted will take account of any failure to have regard to this guidance when exercising its functions, including any proceedings which are brought under the Act. This document is referred to as the Statutory Framework for the Early Years Foundation Stage and is part of a package of materials which comprise: this document – legal requirements relating to learning and development (including assessment) and the welfare requirements and statutory guidance; Practice Guidance for the Early Years Foundation Stage booklet – the areas of Learning and Development, non-statutory guidance, additional advice and information; EYFS resources for providers and practitioners – CD-ROM, poster and Principles into Practice cards. 1. 8 1. 9 Â ¦ Â ¦ Â ¦ A principled approach 1. 10 The EYFS principles which guide the work of all practitioners are grouped into four distinct but complementary themes: Â ¦ Â ¦ Â ¦ Â ¦ A Unique Child Positive Relationships Enabling Environments Learning and Development 08 The Early Years Foundation Stage Statutory Framework 00267-2008BKT-EN Â © Crown copyright 2008 1. 11 Effective practice in the EYFS is built on these four guiding themes. They provide a context for the requirements and describe how practitioners should support the development, learning and care of young children. The themes are each broken down into four commitments describing how the principles can be put into practice. The EYFS Principles into Practice cards explain how practitioners can use these in their day-to-day work. Â ¦ A Unique Child recognises that every child is a competent learner from birth who can be resilient, capable, confident and self-assured. The commitments are focused around development; inclusion; safety; and health and well-being. Positive Relationships describes how children learn to be strong and independent from a base of loving and secure relationships with parents and/or a key person. The commitments are focused around respect; partnership with parents; supporting learning; and the role of the key person. Enabling Environments explains that the environment plays a key role in supporting and extending children’s development and learning. The commitments are focused around observation, assessment and planning; support for every child; the learning environment; and the wider context – transitions, continuity, and multi-agency working. Learning and Development recognises that children develop and learn in different ways and at different rates, and that all areas of learning and development are equally important and inter-connected. Â ¦ Â ¦ Â ¦ 1. 12 This approach ensures that the EYFS meets the overarching aim of improving outcomes and reflects that it is every child’s right to grow up safe; healthy; enjoying and achieving; making a positive contribution; and with economic well-being. Setting the standards 1. 13 The EYFS sets standards to enable early years providers to reflect the rich and personalised experience that many parents give their children at home. Like parents, providers should deliver individualised learning, development and care that enhances the development of the children in their care and gives those children the best possible start in life. Every child should be supported individually to make progress at their own pace and children who need extra support to fulfil their potential should receive special consideration. All providers have an equally important role to play in children’s early years experiences – for example, a childminder who sees a child for two hours a day should consider what a child’s individual needs are at that time of day, and ensure that the provision they deliver is both appropriate to those needs and complementary to the education and care provided in the child’s other setting(s). All types of providers have the potential to deliver the EYFS to an excellent standard. Providing for equality of opportunity 1. 4 Providers have a responsibility to ensure positive attitudes to diversity and difference – not only so that every child is included and not disadvantaged, but also so that they learn from the earliest age to value diversity in others and grow up making a pos itive contribution to society. Practitioners should focus on each child’s individual learning, development and care needs by: Â ¦ Â ¦ removing or helping to overcome barriers for children where these already exist; being alert to the early signs of needs that could lead to later difficulties and responding quickly and appropriately, involving other agencies as necessary; stretching and challenging all children. Â ¦ The Early Years Foundation Stage Statutory Framework 00267-2008BKT-EN Â © Crown copyright 2008 09 1. 5 All children, irrespective of ethnicity, culture or religion, home language, family background, learning difficulties or disabilities, gender or ability should have the opportunity to experience a challenging and enjoyable programme of learning and development. Creating the framework for partnership working 1. 16 Partnership working underpins successful delivery of the EYFS in a number of different ways. Â ¦ Where children receive education and care in more than one setting, practitioners must ensure continuity and coherence by sharing relevant information with each other and with parents. Patterns of attendance should be a key factor in practitioners’ planning. Close working between early years practitioners and parents is vital for the identification of children’s learning needs and to ensure a quick response to any area of particular difficulty. Parents and famili es are central to a child’s ell-being and practitioners should support this important relationship by sharing information and offering support for extending learning in the home. Practitioners will frequently need to work with professionals from other agencies, such as local and community health services, or where children are looked after by the local authority, to identify and meet needs and use their knowledge and advice to provide children’s social care with the best learning opportunities and environments for all children. Â ¦ Â ¦ Improving quality and consistency 1. 17 The EYFS brings together and simplifies the learning and development and welfare requirements, in addition to ending the distinction between care and learning and between birth-to-three and three-to-five provision.