Volkswagen Do Brasil
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REV: DECEMBER 20, 2010
ROBERT S. KAPLAN
RICARDO REISEN DE PINHO
Volkswagen do Br rasil: Driving Strategy with the
Balanced Scorecard d op yo kswagen do Brasil (VWB), studied the color coded charts and d Thomas
Schmall, CEO of Volk indicators on his wall. The data sh howed financial, customer, process, and
employee p performance through end of year 2008. Schmall a his management team had introduced
the Balance Scorecard and ed in 2007 as part of a program to reve erse eight consecutive years of
market share declines a financial and losses. So far, the turnaround had been successful. The new
enthusiasm among the workforce, d e consumers, suppliers, and dealers h led to strong sales ... Show
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Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard
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111 049
Brazil s recent global presence came only after multiple internal and external economic crises. In
1994, the government launched an economic stabilization plan that reduced inflation to single digits
and helped the country become the largest and most diversified economy in Latin America. With gross
domestic product doubling from 1994 to 2008, Brazil now had the world s ninth largest economy.1
Competition in Brazil
op yo The automotive sector produced 19% of Brazilian industrial GDP. The sector employed, directly
or indirectly, more than 1.5 million people in more than 200,000 companies. North American and th