Q3 2014 Revenues October‚ 22nd • • • • 2 This presentation does not constitute an offer to sell‚ or a solicitation of an offer to buy‚ PEUGEOT SA (“Company”) shares. This presentation may contain forward-looking statements. Such forward-looking statements do not constitute forecasts regarding the Company’s results or any other performance indicator‚ but rather trends or targets‚ as the case may be. These statements are by their nature subject to risks and uncertainties as described in the
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d’autres entreprises : • • • • Dominé par des géants mondiaux‚ presqu’en Oligopole Diversité importante dans les gammes de voiture‚ stratégie de la marguerite Demande des investissements lourds et sur du long terme Image de marque joue énormément PSA Peugeot Citroën une grande entreprise Française : • • • 2ième sur le marché Français Le groupe PSA est le premier en part de marché‚ plus 3 millions vendus Un développement important grâce notamment au rapprochement avec Citroën. • • • Un développement important
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Cash-strapped Peugeot Automobile Nigeria‚ has said that it will soon commence importation of used cars into the country in a move to shore up its revenue profile. The company’s Managing Director‚ Dr. Haroun Aliyu‚ said at a news conference held at the ongoing Kaduna International Trade Fair that since Nigeria has a large market for second hand vehicles‚ there was nothing wrong if PAN imported and certified such vehicles for the use of Nigerians. Justifying the company’s new direction‚ the PAN boss
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competing sellers The minicar segment is a fragmented industry and price competition is likely to be severe. The rivalry is intense because of the number of competitors in this segment. Fiat‚ Hyundai‚ Renault‚ Nissan‚ MCC‚ Volkswagen‚ Audi‚ BMW‚ Peugeot and Citroen are all big brands competing on this segment. The rivalry is intensifying year after year because of the increasing number of competitors entering in this segment and because they are
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SWOT Analysis – Peugeot in India and China 1. Internal Peugeot Group Strengths * Quantitative performance: * Over 3 million cars sold worldwide in 2009. * Over 1 million cars sold outside Europe in 2009. * World market share of 5%‚ Europe 13‚8%. * Sales increased 52% from 2008 to 2009 in China. * Committed to increase market share in China to 8% in 2015-16. * Double digit growth expected for sales in China this year‚ objective to sell 320‚000 cars
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Question 1. Constrains and Challenges for the Global Manager. As our organization we chose a humidification called ‘Climanova’ in Eede. It’s often interacted with because Jolien works there often in the weekends. The physical design: The organization is located in Eede a small town in Zeeland. Climanova lies on an industrial area surrounded by multiple European organizations. There is a big parking lot in front of Climanova where all the clients and employees get to park for free. The building
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# ROTON: THE CASE STUDY New Ventures Innovation Research & Development Capitalizing on Human Asset OR ANOTHER RE-STRUCTURING??? # IR: THE CASE STUDY PERODUA # PERODUA: THE CASE STUDY * Perodua ‚ acronym of Perusahaan Otomobil Kedua Berhad (in English‚ Second Automobile Manufacturer Limited Corporation) is Malaysia ’s second automobile manufacturer after Proton . It was established in 1993 . * Perodua mainly produces compact cars and therefore does not actually compete with Proton for the
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For example‚ VW have strategic JV’s in China which has lead to them having a majority share in that market. They have also bought into Suzuki as a means to enter the Indian market via Suzuki’s established network. As a direct comparison to PSA Peugeot – Citroen‚ Renault has partnered with Nissan very successfully which has completely reversed their fortunes. From this strategic alliance‚ Renault have managed to maintain its presence in France which is a key success factor for them as a European
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INTERNATIONAL BUSINESS STRATEGY SPRING 2010 Office Phone Email Chiung-Hui Tseng 61411A (Institute of International Business) (06) 275-7575 ext.53512 ctseng@mail.ncku.edu.tw Texts Ireland‚ R.D.‚ Hoskisson‚ R.E.‚ and Hitt‚ M.A. (2009) The Management of Strategy: Concepts and Cases‚ 8th Edition‚ South-Western Press. Course Objectives In the past a few decades‚ the trend of globalization has rendered the world economies more interdependent. All businesses today (both international
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(Competition in the Chinese Automobile Industry) Some early entrants (such as Volkswagen) succeeded‚ while some early entrants (such as Peugeot) failed. Similarly‚ some late entrants (such as Honda) did well and some late entrants (such as Ford) continue to struggle. From a resource-based standpoint‚ what role dose entry timing play in determining performance? After long and difficult negotiation that began in 1978‚ Volkswagen in 1984 entered a 50/50 JV with Shanghai Automotive Industrial Corporation
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