Volvo 2013 Annual Report Download - page 21
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3.1 By optimizing the brand assets become
number 1 or 2 in combined Group Trucks
HD market share
3.2 Establish required commercial presence
to support revenue growth by 50% in
APAC (Asia Pacifi c) and 25% in Africa
3.3 Establish required Order to Delivery foot-
print and supply chain in APAC and Africa
achieving lead time reduction by 15% and
capital tied up reduction by 15%
3.4 Increase aftermarket sales per unit in
operation by 12%, including total commer-
cial solution offer for second and third
owner
3.5 Build SEK 1 billion new businesses
complementary to existing offering
4.1 Fuel effi ciency to be improved by 2% per
annum through vehicle optimization, die-
sel effi ciency and electromobility
4.2 Commercialize alternative fuel technol-
ogy by launching concepts or products in
all regions
5.1 Become an attractive employer measured
by reaching the employee engagement
level (EEI) of high performing companies
5.2 Drive high performance measured by
reaching performance excellence level
(PEI) of high performing companies
5.3 Secure leadership and strategic compe-
tencies, primary focus is the implementa-
tion of Volvo Group University
5.4 Build an effi cient and inclusive organiza-
tion by implementing common global
level 1 and 2 processes
We want to retain and strengthen our position as a
profi table and global player in the truck industry. This
is crucial given that high volumes help us achieve
economies of scale and maintain our priority position
among suppliers and dealers. Organic sales growth
shall be equal to or exceed the weighted average for
our competitors.
Environmental concerns, political demands, mega cities
and fuel prices are driving regulation and green tech-
nology. We must be able to anticipate and act on
changing market demands and shifts in technology,
and have the capacity to rapidly bring new solutions to
market.
To outperform competitors and achieve agreed objec-
tives, we must attract and retain people with the right
competencies across all of our businesses. Fully lev-
eraging the existing in-depth business expertise and
adopting best practices throughout our global organi-
zation will set us apart from the competition.
3 4 5
KEY FOCUS AREA 3:
Capture profi table growth
opportunities
KEY FOCUS AREA 4:
Innovate energy-effi cient
transport and infrastructure
solutions
KEY FOCUS AREA 5:
Build high performing global
teams
17