PSA Peugeot Citroen SA: Integrating Risk into Corporate Strategy|Business Strategy|Case Study|Case Studies

PSA Peugeot Citroen SA: Integrating Risk into Corporate Strategy

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Case Details:

Case Code : BSTA096
Case Length : 08 Pages
Period : 2004
Organization : PSA Peugeot Citroen (Peugeot)
Pub Date : 2004
Teaching Note :Not Available
Countries : Europe
Industry : Vehicle Manufacturing

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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PSA Peugeot Citroën (Peugeot) was the second largest passenger car and commercial vehicle manufacturer in Europe after Volkswagen. Peugeot made cars and light commercial vehicles under the Peugeot and Citroën brands. Other products included motorbikes, scooters, and light-armored vehicles. Peugeot also offered parts (Faurecia), transportation and logistics (Gefco), and financial services (Banque PSA Finance) to dealers and customers. The Peugeot family controlled nearly 42% of the company’s voting stock. During a period of automotive industry consolidation, Peugeot had preferred partnerships to mergers. The company had focused on efficiently rolling out new models and technologies and cutting expenses through alliances with low-cost car component makers.

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With Europe accounting for 90% of sales, Peugeot was attempting to broaden its markets. In 2002, Peugeot recorded revenues of $57,054 million and a net income of $1,771.3 million.

Background Note

In 1810, brothers Frédéric and Jean-Pierre Peugeot made a foundry out of the family textile mill in the Alsace region of France. They invented the cold-roll process for producing spring steel. Bicycle production began in 1885 at the behest of avid cyclist Armand Peugeot, Jean-Pierre's grandson...

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