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.
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. |