Word: volkswagen
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...cars? One possible clue is the renewed popularity of imported cars, which took 20% of the U.S. market in April. Foreign car makers are far ahead of Detroit in the technology of fuel saving and weight reduction. For example, front-wheel-drive systems already are standard equipment on many Volkswagen, Audi, Fiat and Honda subcompacts. Thus, if the nation's consumers do not like the new cars that Detroit produces, they will have somewhere...
When Toni Schmücker became chief executive of Volkswagen werk A.G. in February 1975, a reporter asked him what he thought of his new office. "Great!" replied Schmücker. "Great rugs, great pictures, a great many workers and great losses." It was an accurate description at the time, but since then Volkswagen has turned around sharply enough to enhance Schmücker's growing reputation as the Herr Fix-It of German industry. Two weeks ago, Schmücker, 56, reported that in 1976 the company had cleared a profit of $425 million, which, with tax credits...
Actually, the strategy that brought the revival was not all Schmücker's. What ailed Volkswagen two years ago was obvious enough: the work force was swollen, consumers around the world had grown tired of the company's ubiquitous Beetle, the rising value of the German mark had pushed up dollar prices of the company's cars enough to slash sales in the all-important U.S. market (they fell by about a third in 1974-75). The remedies were equally clear: cut the labor force, bring out new models, build a plant...
...Shortly after becoming head of sales for Ford of Germany, he left to take over the tottering Rheinstahl Steel Company, and by designing and executing a major reorganization, made it so profitable that it was bought by the German conglomerate August Thyssen-Hütte. He was enticed to Volkswagen by the challenge. Recalls Schmücker: "It was more than just Volkswagen at stake. I felt that if this company were to fail, in a sense our entire system would...
Swinging Deals. At Volkswagen, Schmücker made frequent visits to the shop floor to argue corporate strategy with workers. Says he: "We have had, sometimes, very interesting and fierce and passionate discussions." He overcame worker objections to manufacturing in the U.S. by swinging deals to supply made-in-Germany engines to other manufacturers-including Chrysler and American Motors. He also promised to retool and expand the Emden plant, which was making only Rabbits for export to the U.S., to turn out other cars as well. Schmücker continued Leiding's policy of paying workers as much...