Volvo 2000 Annual Report Download - page 12

Download and view the complete annual report

Please find page 12 of the 2000 Volvo annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 112

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112

10
Volvo’s vision – to be valued as the world’s leading provider of commercial transport solutions
– is challenging, demanding continuous improvement to achieve all the inherent opportunities
it entails. However, it is also profoundly reflected in the Volvo Group’s activities over the
years. It is a logical step for the Volvo Group to move from delivering vehicles and industrial
engines towards delivering total transport solutions for the benefit of all Volvo Group stake-
holders.
The Volvo Group has developed a number of value-added products and
services building on the strength of the world-class products offered.All busi-
ness areas have developed and offer transport-related services which enhance
and support customer operations and vehicle productivity. Interesting exam-
ples include the transport management system Dynafleet, Volvo Action Service and the Petro
Stopping service chain. Moreover, projects pertaining to infrastructure in suburban areas are
in progress.
New market channels are being developed to add value for customers and business partners.
Dealers play a key role in supporting customers locally. Key accounts and e-commerce are
being developed and introduced to improve the customer dialogue and facilitate new busi-
ness opportunities between Volvo and its partners.
Achieving the vision
In order to fulfill the vision, it is crucial to identify strategic objectives. This is done through
an ongoing analysis of the business environment, key success factors and the current business
situation. Volvo has stated three important strategic areas related to profitable growth, product-
cycle management and operational excellence – all with the customer in focus. The objectives
within these areas are continuously evaluated and measured in order to achieve the targeted
strategic direction.
Profitable Growth – in order to obtain profitable growth, it is important to have long-term
objectives on growth directions for the future. The set direction supports strategic decisions
regarding both organic growth and growth through acquisitions.
Product Cycle Management – when the objectives for overall growth are set, it is important
to evaluate and plan which products and services the company should offer the market, and
how to plan the product cycle in the best possible way. Product cycle management is a medi-
um-term planning area, which includes product development plans on a 3–8 year basis, new
concepts and drivelines.
Operational Excellence – the daily and continuous improvement to further improve over-
all efficiency is included in this strategic area. Customer satisfaction and productivity; quality
and process efficiency as well as leadership and competence development are all examples on
important strategic objectives within the field of operational excellence.
Volvo in the new millennium
▲
Volvo Action Service
Volvo Action Service is a unique facili-
ty for owners of Volvo trucks, buses,
construction equipment and Penta
powered boats and equipment. It
offers on-the-spot and round-the-clock
response in Europe and the U.S. Volvo
Action Service includes Breakdown
Assistance for those in trouble as well
as Uptime Assurance plans, helping
owners get the most from their invest-
ments.
To be valued as the world’s
leading provider of
commercial transport solutions
Competence and expertise
In today's business environment a key
success factor is to develop and take
full advantage of the competence in
the company. The Operational
Development Program (OD), launched
in Volvo in 1996, is a method for
change and improvement work within
the Volvo Group. It enables the teams
to set their own targets in line with
the overall objectives and continuously
improve the operations. OD has pro-
vided first class improvements in areas
such as customer satisfaction, product
quality, cost savings and process con-
trol. It is also a forum for continous
team and leader development, leading
to a more stimulating working environ-
ment and competitive operation.