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Peugeot - Case Study

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YZ Jiaxin

on 4 November 2014

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Transcript of Peugeot - Case Study

Peugeot Citroen - Case Study
Introduction to the Company
PSA Peugeot Citroën
A French multinational manufacturer of automobiles and motorcycles
Horizontal merger
SMART criteria
Specific
The overall aim is supported by more specific objectives
Departmental operating targets
Who, What, Where, When, Which, Why

Measurable
Adequate amount of quantitative information
Achievable
This article was published in September 2007.
Realistic and Relevant
More
strategic
rather than
tactical

A focus for all company (Department and individual goals are aligned)

"One million car sales are aimed for in the emerging markets by 2015"

Emerging markets:
New market structures that shift the balance of economic power from the sellers to the buyers.
Time Specific
Concrete dates of objectives are set.
- How long do the objectives need to be accomplished?

Providing an organised and clear plan of the business operations
Analyse the Importance of chairman not only setting an overall aim for the company but also establishing departmental objectives
Do you think Peugeot Citroen's shareholders would be pleased by Mr Streiff's new objectives for the company?
Analyse whether Peugeot Citroen's objectives fit the SMART criteria
To what extent might these objectives have to be changed before the 2015 target date is reached?
Eg. "Human Resources Department must prepare for up to 8000 job losses"

Eg.
Finance-"The overall sales objective is to reach 4 million car sales a year by 2010. "
Ex.
"Marketing must plan to launch 12 new models in the Chinese market"
The overall aim is important to give the direction and starting point for the business.
They also need to have a detailed plan to achieve the overall aim.
The detailed plan makes departments know they should work.

Higher demand for environmental friendly vehicles
Take economic recessions into consideration
Competitive environment
*Achieving goals before given deadline - challenging*
Published in 2007 September
BRICS- Brazil
Russia
India
China
South America

2001
Emerging Markets
Jim O'Neill
Since 2009, China is the world Nº1 automotive market.
2
joint ventures
:
Dongfeng Peugeot Citroën Automobile (DPCA)
Changan PSA Automobile (CAPSA)
Background Information

2014
MINTS- Mexico
Indonesia
Nigeria
Turkey


Dongfeng Peugeot Citroën Automobile (DPCA)
2015 Five-Year Plan,
5 parts "5A Project"
"(1) To capture 5% of the Chinese auto market by 2015, 12 new products (car trims) will be launched, under both Citroen and Peugeot brands, including plug-in hybrid models in 2-3 years, and pure electric models in 5 years."
High potential markets
PSA- "Peugeot Société Anonyme"
Same as PLC (Public limited company)
Christian Streiff
Appointed as the chairman of PSA Peugeot Citroen in2007
Dismissed in 2009
His strategies of strengthening PSA:
Cost-cutting
(An estimated value of 3.2 billion dollars)

Most of his objectives were successfully achieved but one of the toughest problems remained:
The company was relatively slow to expand in emerging markets.
Increases in the profit margin on each car sold

Increases car sales

Expansion in merging markets (BRICS)

Cut costs
increase the amount of dividend to shareholders
-Improving profit margins
-Increasing levels of efficiency
-Maximising growth
-Expand the business worldwide
-Reputation & brand's image improved
Full transcript