Volkswagen in 2005 was facing a breakdown: the German automaker had exhausted its pipeline of new Volkswagen-brand products without successfully revving sales. Newly hired CEO Dr. Wolfgang Bernhard, realized he needed to quickly revitalize growth, especially in Western Europe where the brand was losing market share. With the new product pipeline exhausted, Bernhard believed the solution could lie in bridging the divide between the brand's sales and finance groups, as well as the company's independent financial services unit. In this case students watch a video presentation by Bernhard and examine Volkswagen's financials, market share, and corporate structure before proposing strategies for revitalizing growth.

Case id: 090101