Strategic priorities

By understanding our customers’ priorities and challenges, we are able to provide products and services that grow customers’ revenues and decrease customers’ costs. In other words – creating value for our customers by supporting their profitability. This is the foundation of our strategy.

Creating value by supporting customer profitability

The order in which the priorities are presented does not reflect relative importance.

No. Priority
1 Transform the Volvo Group?to become?a?leading?end-to-end integrator as well as offering easy to integrate products and services?through strong brands.
2 Grow the service business?and target selected?industry verticals?offering a portfolio of?tailor-made solutions.
3 Secure a desirable?sustainable product?and service?portfolio?with the right?quality,?leveraging new and well-known technologies, CAST, partnerships and digital innovation -?accelerating?electromobility solutions.
4 ?Grow in Asia and the US:?In?Asia through JVs, alliances?and by?strengthening the Volvo Group footprint in China.?In the US by significantly improving the Group’s market position.
5 Develop robust profitability?throughout?the?decentralized regional?value chains by leveraging?global scale, digitalization,?a?purpose-fit footprint and continuous?improvement?using Volvo Production System.
6 Selectively capture, accelerate and scale-up new businesses?and?develop?competencies and?capabilities needed.
7 Reinforce?value-based?leadership?and?ways of working?where all colleagues are empowered to take action and are accountable for the results.
久久水蜜桃网国产免费网