AUDI AG. Rupert Stadler Member of the Board of Management Finance and Organisation. Content overview. The Audi Group
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1 AUDI AG Rupert Stadler Member of the Board of Management Finance and Organisation Sanford Bernstein 2nd Strategic Decisions Conference London, September 27 th 2005 Content overview The Audi Group Market developments and the competition The automotive future Audi strategy 1
2 The Audi Group The Audi Group Consolidated companies ( ) Audi Volkswagen Korea Ltd Audi Zentrum Stuttgart GmbH & Co. KG (at equity) Audi Vertriebsbetreuungsges. mbh Audi Japan K.K. FAW-Volkswagen Automotive Company, Ltd. (at equity) Audi Australia Pty. Ltd. Audi Synko GmbH Audi Zentrum Hannover GmbH YANASE Audi Sales Company Ltd. (at equity) 2002 quattro GmbH AUDI SENNA Ltda AUTOGERMA S.p.A. Lamborghini Group AUDI DO BRASIL E CIA. AUDI HUNGARIA MOTOR Kft
3 The Audi Group Vehicle sales and revenue 1, Vehicle sales [thousand vehicles] , Revenue [EUR billion] The Audi Group Key figures 2004 Revenue [EUR million] 24,506 Operating result [EUR million] 1,237 Profit before tax [EUR million] 1,142 Cash flow from operating activities [EUR million] 2,690 Investing activities [EUR million] 2,041 Employees (as at ) [number] 53,100 3
4 The Audi Group Key figures Volkswagen Group January June Sales Revenue Operating Result EUR million ) % % Volkswagen brand group 23,722 24, N/A Audi brand group 14,112 13, Commercial Vehicles 3,460 2, N/A Remaining companies 2) Financial Services / Europcar 4,581 4, Special Items -128 Volkswagen Group 46,016 45, , ) Restated. 2) Primarily AutoVision GmbH, Coordination Center Volkswagen SCS, Volkswagen International Finance N.V., Volkswagen Investments Ltd., VW Kraftwerk GmbH, Volkswagen Immobilien, gedas group, Volkswagen Beteiligungs-Gesellschaft mbh (including VW Versicherungsvermittlungs-GmbH in the previous year). Market developments and the competition 4
5 Market developments and the competition Build-up of surplus capacity Surplus capacity approx. 5 million vehicles p.a. Source: Prof. Dr. F. Dudenhöffer, 2005 Market developments and the competition Development of the automotive market (world) Million vehicles 70 Volume % % 51.3 Premium % + 10 % * 6.8* High growth dynamics in the premium segment Expansion of premium manufacturers ranges to include SUV, expansion of A/B-segments * Forecast for aggregative premium vehicle development - Source: New Reg Polk Supply-induced growth - Source: Group, VP-1 5
6 Market developments and the competition Growing competition in the premium segment BMW Audi Mercedes-Benz Lexus, Acura, Infiniti Jaguar, Volvo, Saab Market developments and the competition Challenges and risks Costs Revenues and Performance Current Increasing product costs High investments Inadequate capacity utilisation Raw material prices Price pressure Weak economy EUR/USD exchange rate Future Depreciation Legislation Investments in future markets Raw material prices Labour costs Further price pressure Chinese operations EUR/USD exchange rate 6
7 The automotive future The automotive future Trends and scenarios Demography Silver generation with demand for mobility and financial strength Lifestyle Technology and science Intelligent networking and simple interaction Individualisation, differentiation between lifestyles and products 7
8 The automotive future Trends and scenarios Mobility Differentiation, regionalisation of traffic and propulsion concepts, and increasing volume of traffic Politics and environment Customers environmental sensitivity increasing environment is becoming a competition factor Automotive industry Product differentiation through technology and emotion, and a clear product and brand image as a competition factor The automotive future Trends individualisation and differentiation The increasing diversity of types of households goes hand in hand with the increasing number of body derivatives. Fastback MPV Fastback Pickup Off-road SUV MPV Fastback Pickup Off-road SUV MPV Fastback Estate Estate Estate Estate Saloon Saloon Saloon Saloon Saloon Sports car Sports car Sports car Sports car Sports car Spider Compact car Compact car Compact car Compact car Coupé Coupé Coupé Coupé Convertible Convertible Convertible Roadster Roadster Hybrid / Alternative A. Crossover 1960s 1970s 1980s 1990s >
9 The automotive future Development in purchase reasons Styling Brand loyalty Sturdiness/reliability Low fuel consumption Safety equipment Car class/image Tip from friends/famous brand Equipment level Value for money Price % Source: Internal The automotive future What s required of the management Trends Recognising and taking account of trends Managing brand and prestige Product differentiation through innovation Market and competition situation 9
10 The automotive future Recognising and taking account of trends The market behaviour of car drivers is determined by Considerations Needs Wishes Economic Reliability Maxims Ecological Safety Dreams / wishes Comfort Self-projection Audi strategy 10
11 Audi strategy Audi past and present Audi 80 Audi V8 Audi A8 Audi strategy Visions and goals Audi as the most successful premium brand Clear increase in profitability Significant growth in volume Most attractive employer Customer fascination and image leader in terms of emotion & quality 11
12 Audi strategy Premium claim Traditional Progressive Premium Present (2005) Future (2015) Volume Past (1994) Vorsprung durch Technik Progress Technology Vorsprung durch Technik sporty progressive sophisticated Greater focus on premium image and profile Audi strategy Image and prestige generator Dealers 8% Communication 9% Brand history 5% Competition 5% Motorsport 12% World of experience 1% Product 28% Driver image 32% Extending product leadership especially regarding design, driving experience and quality Specific addressing of image generators and developing loyal, long-term customer relations 12
13 Audi strategy Managing brand and prestige in % 60 I like the brand Good looks/styling in % Comparison of Audi with premium competitors Source: auto motor und sport poll The best cars of 2005 Audi strategy Brand identity Vorsprung durch Technik progressive Central demand on the brand: Vorsprung. Not the latest, but the best solution. Added value for customers: clever designs, simple to operate. sporty Superior driving characteristics, athletic proportions sophisticated Best materials and an excellent finish, premium comfort, stylishness. 13
14 Audi strategy Audi innovations up to the present day TDI quattro Full galvanisation ASF DSG ASF FSI MMI adaptive light Audi strategy Current Audi innovations Example: ceramic brakes in the 12-cylinder Audi A8 High-performance brakes Last four times as long No fading Greater safety 14
15 Audi strategy Module strategy for increasing profit Improved quality Lower investment and development expenditure Reduced complexity Shorter development times Purchasing benefits based on volume Audi strategy Growth trends Improved market penetration Improved market penetration especially in growth markets (e.g. North America, Asia) Selective additions to existing product range (e.g. Q7, Le Mans quattro) New products 15
16 Audi strategy Audi brand group product matrix Hatch Notch Station MPV Pickup SUV Sports Coupé Saloon Coupé Roadster Cabriolet Luxury Upper Upper Middle Middle Compact Small new in `05 -`07 Mini Audi strategy Gallardo Spider 16
17 Audi strategy Audi RS 4 Audi strategy Audi Q7 17
18 Audi strategy Audi strategy 18
19 Audi strategy Audi brand group product matrix Hatch Notch Station MPV Pickup SUV Sports Coupé Saloon Coupé Roadster Cabriolet Luxury Upper Upper Middle Middle Compact new in `05 -`07 potential new models Small Mini Audi strategy Audi strategy for the USA Establish structural prerequisites and improved operational performance for further growth Return to a profitable wholesale and retail business Create commitment/alignment for successful execution Support targets with consistent, integrated program and milestones Grow to a significantly higher volume per year 2009 compared to today Achieve a top luxury brand image 19
20 Thank you. Disclaimer This presentation contains forward-looking statements and information on the business development of the Volkswagen Group. These statements may be spoken or written and can be recognized by terms such as expects, anticipates, intends, plans, believes, seeks, estimates, will or words with similar meaning. These statements are based on assumptions relating to the development of the economies of individual countries, and in particular of the automotive industry, which we have made on the basis of the information available to us and which we consider to be realistic at the time of going to press. The estimates given involve a degree of risk, and the actual developments may differ from those forecast. Consequently, any unexpected fall in demand or economic stagnation in our key sales markets, such as in Western Europe (and especially Germany) or in the USA, Brazil or China, will have a corresponding impact on the development of our business. The same applies in the event of a significant shift in current exchange rates relative to the US dollar, sterling and the yen. If any of these or other risks occur, or if the assumptions underlying any of these statements prove incorrect, the actual results may significantly differ from those expressed or implied by such statements. We do not update forward-looking statements retrospectively. Such statements are valid on the date of publication and can be superceded. 20
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