TABLE OF CONTENT
目录
Business Consultancy Report
商业咨询报告
1. The Business Client and Their Business Problem 6
1. 业务客户及其业务问题6
1.1 Summary and History of the Client 6
1.1 客户端的总结和历史6
1.2 Current Situation 6
1.2 现状6
1.3 Evidence of the Business Problem 6
1.3 业务问题的证据6
1.4 Observations and Complications 7
1.4 观察结果和并发症7
1.5 Objective 7
1.5 目标7
2. Problem Structure and Components Logic Tree 7
2. 问题结构和组件逻辑树7
2.1 Introduction to the Logic Tree 7
2.1 Logic Tree 7 简介
2.2 Initial Logic Tree 8
2.2 初始逻辑树8
2.3 Evidence-Based Commentary 9
2.3 循证评论9
3. Solution Drivers and Hypothesized Solutions Logic Tree 10
3. 解决方案驱动因素和假设解决方案逻辑树10
3.1 Introduction to Solution Drivers 10
3.1 解决方案驱动因素简介10
3.2 Complete Logic Tree 11
3.2 完成 Logic Tree11
3.3 Commentary on the Logic Tree 13
3.3 对 Logic Tree 的评论13
4. Prioritization of Hypothesized Solutions 14
4. 假设解决方案的优先顺序14
4.1 Introduction to the Prioritization Matrix 14
4.1 优先级矩阵简介14
4.2 Prioritization Matrix 14
4.2 优先级矩阵14
4.3 Commentary on Prioritization 16
4.3 对优先次序的评论16
5. Workplan 17
5. 工作计划17
5.1 Introduction to the Workplan 17
5.1 工作计划简介17
5.2 Workplan Table 17
5.2 工作计划 表17
5.3 Gantt Chart 18
5.3 甘特图18
6. One-Day Answer 19
6. 一日答案19
6.1 Situation 19
6.1 情况19
6.2 Observation 19
6.2 观察19
6.3 Resolution 19
6.3 分辨率19
References 21
参考资料21
1. The Business Client and Their Business Problem
1. 业务客户及其业务问题
1.1 Summary and History of the Client
1.1 客户端的摘要和历史记录
Volkswagen, founded in 1937, is a global automotive manufacturer known for its iconic Beetle model. By 2023, it had acquired brands such as Audi, Porsche, and Lamborghini. Under CEO Oliver Blume, Volkswagen has shifted its focus towards electric vehicles and sustainability as part of its broader strategic goals (Volkswagen Group, 2023a; Volkswagen Group, 2022).
大众汽车成立于 1937 年，是一家全球汽车制造商，以其标志性的甲壳虫车型而闻名。到 2023 年，它已经收购了奥迪、保时捷和兰博基尼等品牌。在首席执行官奥博穆 （Oliver Blume） 的领导下，大众汽车已将重点转向电动汽车和可持续发展，作为其更广泛战略目标的一部分（大众汽车集团，2023a;大众汽车集团，2022 年）。
1.2 Current Situation
1.2 现状
Volkswagen faces mounting environmental concerns due to its high carbon emissions and dependence on fossil fuels. Regulatory pressures, including the European Union’s upcoming ban on combustion engines by 2035, are pushing the company to accelerate its transition to electric vehicles to remain competitive in an increasingly sustainable market (Volkswagen Group, 2023b; Volkswagen Newsroom, 2023).
由于高碳排放和对化石燃料的依赖，大众汽车面临着越来越多的环境问题。监管压力，包括欧盟即将到 2035 年禁止内燃机，正在推动该公司加快向电动汽车的过渡，以便在日益可持续的市场中保持竞争力（大众汽车集团，2023b;大众新闻编辑室，2023 年）。
1.3 Evidence of the Business Problem
1.3 业务问题的证据
Volkswagen emitted 369 million metric tons of CO₂ in 2020, underscoring its environmental impact (Volkswagen Newsroom, 2021). In 2021, 85% of its vehicle sales were fossil fuel-powered, while only 5% were electric, creating pressure as the EU prepares to ban combustion engines by 2035 (Volkswagen Newsroom, 2023; Volkswagen Group, 2022).
大众汽车在 2020 年排放了 3.69 亿公吨二氧化碳，凸显了其对环境的影响（大众汽车新闻室，2021 年）。2021 年，其 85% 的汽车销量是化石燃料驱动的，而只有 5% 是电动的，这在欧盟准备到 2035 年禁止内燃机时造成了压力（大众新闻室，2023 年;大众汽车集团，2022 年）。
1.4 Observations and Complications
1.4 观察和并发症
Volkswagen’s transition to electric vehicles is hindered by internal issues, such as underinvestment in R&D and resistance to change. Externally, the company faces competition from established EV manufacturers and fluctuating consumer demand for electric vehicles (Volkswagen Group, 2022; Energy Northwest, 2023).
大众汽车向电动汽车的转型受到内部问题的阻碍，例如研发投资不足和抵制变革。在外部，该公司面临来自老牌电动汽车制造商的竞争和消费者对电动汽车的波动需求（大众汽车集团，2022 年;Energy Northwest，2023 年）。
1.5 Objective
1.5 目标
Volkswagen aims：
Volkswagen 的目标是：
To reduce its carbon emissions by 30% over the next two years .This will be reflected in Volkswagen Group Environmental Management Report.
在未来两年内将其碳排放量减少 30%。这将反映在 Volkswagen Group 环境管理报告中。
Increasing EV sales to 25%.This will be reflected in Volkswagen Group Environmental Financial Report.
将电动汽车销量提高到 25%。这将反映在 Volkswagen Group 环境财务报告中。
Improving production energy efficiency by 20%. This will be reflected in Volkswagen Group Environmental Management Report.
将生产能源效率提高 20%。这将反映在 Volkswagen Group 环境管理报告中。
(Thomson, 2022;Volkswagen Group, 2023a; Volkswagen Group, 2023b).
（汤姆森，2022 年;大众汽车集团，2023a;大众汽车集团，2023b）。
2. Problem Structure and Components Logic Tree
2. 问题结构和组件逻辑树
2.1 Introduction to the Logic Tree
2.1 Logic Tree 简介
A logic tree is a structured tool that breaks down a complex problem into smaller, manageable components. Its purpose is to provide clarity by organizing the problem, helping decision-makers identify root causes and potential solutions faster. By outlining the issue in a hierarchical structure, a logic tree offers a clear visual representation, making it easier to tackle each element systematically. In the case of Volkswagen, the logic tree helps to identify the key challenges the company faces in transitioning to electric vehicles (EVs), such as regulatory pressure, market competition, internal resistance, and waste management issues (Fischer, 2020; Thomson, 2022).
逻辑树是一种结构化工具，可将复杂问题分解为更小、可管理的组件。其目的是通过组织问题来提供清晰度，帮助决策者更快地确定根本原因和潜在的解决方案。通过在分层结构中概述问题，逻辑树提供了清晰的可视化表示，从而更容易系统地处理每个元素。以大众汽车为例，逻辑树有助于确定公司在过渡到电动汽车 （EV） 时面临的主要挑战，例如监管压力、市场竞争、内部阻力和废物管理问题（Fischer，2020 年;Thomson，2022 年）。
2.2 Initial Logic Tree
2.2 初始逻辑树
Volkswagen’s central issue is how to balance its traditional internal combustion engine (ICE) business with its electric vehicle (EV) transition. This problem can be divided into four major branches:
Volkswagen 的核心问题是如何平衡其传统的内燃机 （ICE） 业务与电动汽车 （EV） 转型。此问题可分为四个主要分支：
Regulatory Pressure: The European Union’s plan to ban internal combustion engines by 2035 forces Volkswagen to accelerate its shift to EVs to comply with future regulations and avoid penalties (Volkswagen Group, 2023b).
监管压力：欧盟计划到 2035 年禁止内燃机，这迫使大众汽车加快向电动汽车的转变，以遵守未来的法规并避免处罚（大众汽车集团，2023b）。
Market Demand and Competition: Consumers are increasingly demanding sustainable transportation, and competitors like Tesla and BYD are leading the EV market. Volkswagen needs to increase its market share in EVs while maintaining profitability in its ICE business (Volkswagen Group, 2022; Energy Northwest, 2023).
市场需求和竞争：消费者对可持续交通的要求越来越高，而特斯拉和比亚迪等竞争对手正在引领电动汽车市场。大众汽车需要增加其电动汽车的市场份额，同时保持其内燃机业务的盈利能力（大众汽车集团，2022 年;Energy Northwest，2023 年）。
Internal Resistance and Investment Shortfalls: Volkswagen’s internal culture has resisted the EV transition, compounded by insufficient investments in EV research and development. These factors slow down the company’s efforts to meet EV targets (Volkswagen Newsroom, 2021; Volkswagen Group, 2021).
内部阻力和投资不足：大众汽车的内部文化抵制电动汽车转型，而电动汽车研发投资不足更是雪上加霜。这些因素减缓了公司实现电动汽车目标的努力（大众新闻编辑室，2021 年;大众汽车集团，2021 年）。
Waste Management Issues: Volkswagen faces significant challenges in managing waste during its production processes. The company’s “Think Blue. Factory.” initiative aims to reduce waste production, energy consumption, and carbon emissions by 45% by 2025 through sustainable practices (Volkswagen Newsroom, 2023; Volkswagen Group, 2021).
废物管理问题：Volkswagen 在生产过程中的废物管理方面面临重大挑战。该公司的“Think Blue.工厂。“倡议旨在通过可持续实践，到 2025 年将废物产生、能源消耗和碳排放量减少 45%（大众新闻编辑室，2023 年;大众汽车集团，2021 年）。
2.3 Evidence-Based Commentary
2.3 循证评论
The main branches of the logic tree are supported by credible reports and real-world data. Regulatory pressures are a major driver for Volkswagen, particularly the EU’s legislation that will ban internal combustion engines by 2035. This forces the company to invest heavily in clean technologies to remain compliant and competitive (Volkswagen Newsroom, 2023; European Commission, 2021).
logic tree 的主要分支得到了可靠的报告和真实世界数据的支持。监管压力是大众汽车的主要驱动力，尤其是欧盟到 2035 年禁止内燃机的立法。这迫使公司在清洁技术方面进行大量投资，以保持合规性和竞争力（大众新闻编辑室，2023 年;欧盟委员会，2021 年）。
From a market perspective, Volkswagen’s EV sales increased by 45% in the first nine months of 2023, but the company still faces significant competition from leaders like Tesla and BYD. These competitors have established a strong foothold in the EV market, putting pressure on Volkswagen to innovate and scale faster (Volkswagen Group, 2023b; Smith, 2022).
从市场角度来看，大众汽车的电动汽车销量在 2023 年前 9 个月增长了 45%，但该公司仍面临来自特斯拉和比亚迪等领导者的激烈竞争。这些竞争对手在电动汽车市场建立了强大的立足点，给大众汽车带来了更快创新和扩展的压力（大众汽车集团，2023b;Smith，2022 年）。
Internally, Volkswagen has struggled with cultural resistance to the EV shift and has underinvested in necessary EV R&D. These internal barriers have delayed the company’s progress. Additionally, the company faces waste management challenges. Its “Think Blue. Factory.” initiative is aimed at reducing waste, energy consumption, and emissions by 45% by 2025, which is critical for the company’s sustainability goals (Volkswagen Newsroom, 2021; Volkswagen Group, 2021). Addressing both internal and external challenges is essential for Volkswagen to successfully navigate the EV transition.
在内部，大众汽车一直在努力应对对电动汽车转变的文化抵制，并且在必要的电动汽车研发方面投资不足。这些内部障碍阻碍了公司的发展。此外，该公司还面临着废物管理方面的挑战。它的“Think Blue.工厂。“倡议旨在到 2025 年将废物、能源消耗和排放量减少 45%，这对公司的可持续发展目标至关重要（大众新闻编辑室，2021 年;大众汽车集团，2021 年）。应对内部和外部挑战对于 Volkswagen 成功驾驭电动汽车转型至关重要。
3. Solution Drivers and Hypothesized Solutions Logic Tree
3. 解决方案驱动因素和假设解决方案逻辑树
3.1 Introduction to Solution Drivers
3.1 解决方案驱动因素简介
Solution drivers are the key factors that help address the challenges identified in the logic tree. These drivers guide the development of actionable solutions that target regulatory pressures, market demands, internal resistance, and waste management issues within the automotive industry.
解决方案驱动程序是帮助解决 logic tree 中确定的挑战的关键因素。这些驱动因素指导开发针对汽车行业内的监管压力、市场需求、内部阻力和废物管理问题的可行解决方案。
By focusing on these critical areas, companies like Volkswagen and others in the sector can better align with sustainability goals, meet regulatory requirements, and stay competitive in the electric vehicle (EV) market (McKinsey & Company, 2022; World Economic Forum, 2023). Solution drivers organize problems into manageable components, ensuring each solution is both effective and measurable (EY Global, 2023).
通过关注这些关键领域，像大众汽车和该行业的其他公司可以更好地与可持续发展目标保持一致，满足监管要求，并在电动汽车（EV）市场保持竞争力（麦肯锡&公司，2022年;世界经济论坛，2023 年）。解决方案驱动因素将问题组织成可管理的组件，确保每个解决方案既有效又可衡量（EY Global，2023 年）。
3.2 Complete Logic Tree
3.2 完整的 Logic Tree
Based on the challenges identified, the following solution drivers can be applied to solve the corresponding issues:
根据确定的挑战，可以应用以下解决方案驱动因素来解决相应的问题：
1. Regulatory Compliance:
1. 监管合规：
Driver: Invest in sustainable technologies to meet upcoming EU regulations by 2035.
驱动因素：投资可持续技术，到 2035 年满足即将出台的欧盟法规。
Hypothesized Solutions:
假设的解决方案：
Allocate significant resources towards electric vehicle (EV) research and development to ensure compliance with emission reduction targets.
为电动汽车 （EV） 研发分配大量资源，以确保符合减排目标。
Work closely with regulatory bodies to stay ahead of policy shifts and avoid penalties (EY Global, 2023).
与监管机构密切合作，领先于政策变化并避免处罚（EY Global，2023）。
Adopt sustainable manufacturing processes to reduce emissions and meet decarbonization goals (World Economic Forum, 2023).
采用可持续的制造工艺来减少排放并实现脱碳目标（世界经济论坛，2023 年）。
2. Market Competitiveness:
2. 市场竞争力：
Driver: Increase competitiveness by expanding market presence in EVs.
驱动因素：通过扩大电动汽车的市场占有率来提高竞争力。
Hypothesized Solutions:
假设的解决方案：
Launch affordable EV models to capture a larger share of the middle-market segment.
推出价格实惠的 EV 车型，以在中间市场占据更大的份额。
Enhance marketing efforts to promote EVs by highlighting their sustainability benefits and long-term cost savings (Bain & Company, 2023).
通过强调电动汽车的可持续性优势和长期成本节约（贝恩&公司，2023年），加强推广电动汽车的营销努力。
Invest in partnerships with energy companies to expand charging infrastructure, making EV ownership more accessible (McKinsey & Company, 2022).
与能源公司合作，扩大充电基础设施，使电动汽车所有权更容易获得（麦肯锡公司，2022年）。
3. Internal Innovation and Culture Shift:
3. 内部创新和文化转变：
Driver: Drive innovation and overcome internal resistance to the EV transition.
驱动因素：推动创新并克服对电动汽车转型的内在阻力。
Hypothesized Solutions:
假设的解决方案：
Implement internal training programs focused on sustainability and the importance of electric vehicles.
实施专注于可持续性和电动汽车重要性的内部培训计划。
Increase R&D funding for EV technologies to foster an innovation-driven corporate culture (United Nations University, 2023).
增加对电动汽车技术的研发资金，以培养创新驱动的企业文化（联合国大学，2023 年）。
Align management incentives with sustainability targets to prioritize innovation over traditional automotive goals (World Economic Forum, 2023).
使管理激励措施与可持续发展目标保持一致，将创新置于传统汽车目标之上（世界经济论坛，2023 年）。
4. Waste and Resource Management:
4. 废物和资源管理：
Driver: Improve waste management and resource efficiency in production.
驱动因素：改善生产中的废物管理和资源效率。
Hypothesized Solutions:
假设的解决方案：
Implement circular economy practices, focusing on reducing waste, remanufacturing, and recycling materials used in production (Bain & Company, 2023).
实施循环经济实践，重点减少浪费、再制造和回收生产中使用的材料（贝恩公司，2023年）。
Invest in energy-efficient production technologies and reduce water consumption in production plants.
投资于节能生产技术，减少生产工厂的用水量。
Achieve a 45% reduction in waste and emissions by 2025 through improved manufacturing practices (United Nations University, 2023; McKinsey & Company, 2022).
通过改进制造实践，到 2025 年将废物和排放量减少 45%（联合国大学，2023 年;麦肯锡公司，2022 年）。
Each of these drivers helps companies like Volkswagen navigate the challenges of transitioning to electric vehicles and sustainability, offering practical solutions that align with broader industry trends.
这些驱动因素中的每一个都帮助 Volkswagen 等公司应对向电动汽车过渡和可持续发展的挑战，提供符合更广泛行业趋势的实用解决方案。
3.3 Commentary on the Logic Tree
3.3 Logic Tree 注释
Each branch of the logic tree addresses the specific challenges facing the automotive industry. The regulatory compliance branch emphasizes the need for investment in EV technology to comply with evolving EU standards. Failure to meet these standards could result in financial penalties and loss of market share in key regions such as Europe (McKinsey & Company, 2022).
logic tree 的每个分支都解决了汽车行业面临的特定挑战。监管合规部门强调需要投资 EV 技术以符合不断发展的欧盟标准。未能达到这些标准可能会导致经济处罚和在欧洲等关键地区的市场份额丧失（麦肯锡公司，2022）。
The market competitiveness branch focuses on expanding the company’s presence in the EV market by launching affordable EVs and investing in charging infrastructure. Collaborating with energy companies to improve the accessibility of EV charging stations can reduce range anxiety, which remains a significant barrier to EV adoption (World Economic Forum, 2023; Bain & Company, 2023).
市场竞争力部门专注于通过推出价格实惠的电动汽车和投资充电基础设施来扩大公司在电动汽车市场的影响力。与能源公司合作提高电动汽车充电站的可及性可以减少里程焦虑，这仍然是采用电动汽车的重大障碍（世界经济论坛，2023 年;Bain & Company， 2023）。
The internal innovation branch highlights the importance of overcoming cultural resistance within companies and aligning management incentives with sustainability goals. By fostering an innovation-driven culture and focusing on sustainability, companies can drive the development of new EV technologies (United Nations University, 2023).
内部创新部门强调了克服公司内部的文化阻力并使管理激励措施与可持续发展目标保持一致的重要性。通过培养创新驱动型文化和关注可持续性，公司可以推动电动汽车新技术的发展（联合国大学，2023 年）。
Lastly, the waste management branch shows how companies can adopt circular economy practices to reduce their environmental impact. By implementing recycling and remanufacturing strategies, companies can not only reduce waste but also improve resource efficiency in their production processes (Bain & Company, 2023).
最后，废物管理部门展示了公司如何采用循环经济实践来减少对环境的影响。通过实施回收和再制造策略，公司不仅可以减少浪费，还可以在其生产过程中提高资源效率（贝恩&公司，2023）。
4. Prioritization of Hypothesized Solutions
4. 假设解决方案的优先级
4.1 Introduction to the Prioritization Matrix
4.1 优先级矩阵简介
A prioritization matrix is a tool used to evaluate potential solutions based on their impact and feasibility. It helps organizations focus their resources on solutions that provide the highest return while being relatively easy to implement. For Volkswagen, the prioritization matrix ranks solutions according to their ability to meet regulatory demands, increase market competitiveness, foster innovation, and manage waste efficiently.
优先级矩阵是一种工具，用于根据潜在解决方案的影响和可行性来评估潜在解决方案。它可以帮助组织将资源集中在提供最高回报同时相对容易实施的解决方案上。对于 Volkswagen 来说，优先级矩阵根据解决方案满足监管要求、提高市场竞争力、促进创新和有效管理废物的能力对解决方案进行排名。
The matrix ensures Volkswagen addresses both immediate needs, such as enhancing electric vehicle (EV) market penetration, and long-term goals, such as reducing environmental impact and waste management (KPMG, 2023; AIAG, 2023).
该矩阵确保 Volkswagen 既满足当前需求，例如提高电动汽车 （EV） 市场渗透率，也满足长期目标，例如减少环境影响和废物管理（毕马威，2023 年;AIAG，2023 年）。
4.2 Prioritization Matrix
4.2 优先级矩阵
The matrix evaluates the solutions using two axes: impact (high or low) and ability (high or low).
该矩阵使用两个轴评估解决方案：影响（高或低）和能力（高或低）。
The 2x2 prioritization matrix helps Volkswagen focus on key strategies by evaluating solutions based on their impact and ability to influence. High-impact, high-ability strategies, such as investing in electric vehicle (EV) R&D and expanding charging infrastructure, are crucial for long-term success.
2x2 优先级矩阵通过根据解决方案的影响和影响能力评估解决方案，帮助 Volkswagen 专注于关键战略。高影响力、高能力的战略，例如投资电动汽车 （EV） 研发和扩大充电基础设施，对于长期成功至关重要。
These initiatives, although resource-intensive, will secure Volkswagen’s competitive position in the rapidly growing EV market. Implementing circular economy practices for waste management also falls into this category, as it aligns with Volkswagen’s sustainability goals while enhancing brand reputation.
这些举措虽然耗费了大量资源，但将确保 Volkswagen 在快速增长的电动汽车市场的竞争地位。实施循环经济实践进行废物管理也属于这一类，因为它与大众汽车的可持续发展目标保持一致，同时提高了品牌声誉。
High-impact but lower-ability strategies, such as launching affordable EV models and improving sustainability marketing, have the potential to quickly capture market share, but face challenges in terms of cost and implementation complexity(AIAG, 2023).
高影响力但能力较低的策略，例如推出负担得起的电动汽车车型和改善可持续性营销，有可能快速占领市场份额，但在成本和实施复杂性方面面临挑战（AIAG，2023 年）。
Finally, low-impact, high-ability strategies like collaborating with regulatory bodies and employee training programs are essential for maintaining compliance and ensuring internal alignment, though their direct influence on market performance is limited. By focusing resources on high-impact, high-ability solutions and planning for long-term, more difficult strategies, Volkswagen can effectively balance short-term gains with future competitiveness(BCG, 2023; Drive Sustainability, 2023).
最后，低影响、高能力的战略（如与监管机构合作和员工培训计划）对于保持合规性和确保内部一致性至关重要，尽管它们对市场表现的直接影响有限。通过将资源集中在高影响力、高能力的解决方案上，并规划长期、更困难的战略，大众汽车可以有效地平衡短期收益与未来竞争力（BCG，2023 年;推动可持续发展，2023 年）。
4.3 Commentary on Prioritization
4.3 关于优先排序的评论
The 2x2 prioritization matrix allows Volkswagen to focus on high-impact solutions that can be supported by the company’s existing resources. Investing in EV research and development and expanding EV charging infrastructure are top-priority strategies.
2x2 优先级矩阵使 Volkswagen 能够专注于可由公司现有资源支持的高影响力解决方案。投资电动汽车研发和扩大电动汽车充电基础设施是重中之重战略。
While these are resource-intensive, Volkswagen already has strong R&D teams and an extensive infrastructure network that can help them maintain competitiveness and meet the EU’s 2035 emission standards. Leveraging existing technological capabilities and partnerships ensures these high-impact projects can be successfully implemented (AIAG, 2023).
虽然这些都是资源密集型的，但大众汽车已经拥有强大的研发团队和广泛的基础设施网络，可以帮助他们保持竞争力并满足欧盟2035年的排放标准。利用现有的技术能力和合作伙伴关系可确保这些高影响力项目能够成功实施（AIAG，2023 年）。
Applying circular economy practices in waste management is another high-impact solution supported by current resources. Volkswagen’s existing environmental technologies and production systems can be optimized to improve resource efficiency and reduce production waste. This initiative helps the company meet its 2025 sustainability targets while enhancing its reputation in sustainability (SpringerOpen, 2023).
在废物管理中应用循环经济实践是当前资源支持的另一种高影响力解决方案。大众汽车现有的环境技术和生产系统可以得到优化，以提高资源效率并减少生产浪费。这一举措帮助公司实现其 2025 年可持续发展目标，同时提高其在可持续发展方面的声誉（SpringerOpen，2023 年）。
In the high-impact but more challenging to implement category, strategies such as launching affordable EV models and improving sustainability marketing face certain resource constraints, particularly in terms of cost management and cross-departmental coordination.
在影响大但实施更具挑战性的类别中，推出负担得起的电动汽车车型和改善可持续性营销等策略面临一定的资源限制，尤其是在成本管理和跨部门协调方面。
However, with appropriate resource allocation, these solutions remain achievable (BCG, 2023; KPMG, 2023).
然而，通过适当的资源分配，这些解决方案仍然是可以实现的（BCG，2023 年;毕马威，2023 年）。
Additionally, collaborating with regulatory bodies and implementing employee training are low-impact but highly feasible solutions that can be supported by Volkswagen’s existing resources. These ensure compliance and support internal capacity building (Drive Sustainability, 2023).
此外，与监管机构合作和实施员工培训是影响较小但高度可行的解决方案，可以得到 Volkswagen 现有资源的支持。这些确保合规性并支持内部能力建设（Drive Sustainability，2023 年）。
5. Workplan
5. 工作计划
5.1 Introduction to the Workplan
5.1 工作计划简介
This workplan outlines the key steps needed to test and implement the proposed solutions, with clear timelines for data collection, analysis, and execution.
该工作计划概述了测试和实施拟议解决方案所需的关键步骤，并明确了数据收集、分析和执行的时间表。
The aim is to ensure Volkswagen can achieve its sustainability and electric vehicle (EV) sales targets efficiently. This includes tasks like assessing market demand, aligning with EU regulations, expanding charging infrastructure, and implementing circular economy practices.
其目的是确保 Volkswagen 能够有效地实现其可持续发展和电动汽车 （EV） 销售目标。这包括评估市场需求、与欧盟法规保持一致、扩大充电基础设施和实施循环经济实践等任务。
Each step will be tracked against specific deliverables to ensure the objectives are met within the planned timeframes (Škoda Auto, 2023; Siemens, 2023).
每个步骤都将根据特定的可交付成果进行跟踪，以确保在计划的时间范围内实现目标（斯柯达汽车，2023 年;西门子，2023 年）。
5.2 Workplan Table
5.2 工作计划表
5.3 Gantt Chart
5.3 甘特图
The Gantt chart below outlines the timeline for the execution of the key activities over a 24-month period. Each phase is designed to ensure that the prioritized solutions—market expansion, regulatory compliance, sustainability marketing, circular economy practices, and EV charging infrastructure—are implemented on schedule.
下面的甘特图概述了在 24 个月内执行关键活动的时间表。每个阶段都旨在确保按时实施优先解决方案——市场扩张、监管合规、可持续性营销、循环经济实践和电动汽车充电基础设施。
This workplan ensures that Volkswagen will meet its sustainability and compliance objectives by 2025, while increasing its EV market share (Škoda Auto, 2023; MDPI, 2023).
该工作计划确保大众汽车到 2025 年实现其可持续性和合规性目标，同时增加其电动汽车市场份额（斯柯达汽车，2023 年;MDPI，2023 年）。
6. One-Day Answer
6. 一日答题
6.1 Situation
6.1 情况
Volkswagen faces growing environmental concerns due to high carbon emissions and reliance on fossil fuels.
由于高碳排放和对化石燃料的依赖，大众汽车面临着日益严重的环境问题。
Volkswagen is under pressure to transition rapidly to electric vehicles (EVs) due to stringent EU emissions regulations and growing market demand for sustainable transportation solutions
由于严格的欧盟排放法规和市场对可持续运输解决方案的需求不断增长，大众汽车面临着快速过渡到电动汽车 （EV） 的压力
With the EU's 2035 ban on internal combustion engines, Volkswagen needs to enhance its competitiveness in the sustainable market by applying circular economy principles to waste management.
随着欧盟 2035 年禁止内燃机，Volkswagen 需要通过将循环经济原则应用于废物管理来提高其在可持续市场的竞争力。
6.2 Observation
6.2 观察
Volkswagen faces challenges in scaling up EV production and reducing carbon emissions. Although they have invested in sustainable battery technologies, competitors like Tesla continue to outpace their market share. Furthermore, their waste management practices require significant improvements to meet environmental targets by 2025 (Automotive Logistics, 2024; Electric Hybrid Vehicle Technology, 2023).
Volkswagen 在扩大电动汽车生产和减少碳排放方面面临挑战。尽管他们已经投资于可持续电池技术，但像特斯拉这样的竞争对手继续超过他们的市场份额。此外，他们的废物管理实践需要显着改进，才能在 2025 年之前实现环境目标（汽车物流，2024 年;Electric Hybrid Vehicle Technology，2023 年）。
6.3 Resolution
6.3 分辨率
Volkswagen can achieve a 30% reduction in carbon emissions within the next two years by increasing investment in electric vehicle (EV) research and development.
通过增加对电动汽车 （EV） 研发的投资，Volkswagen 可以在未来两年内实现 30% 的碳排放量减少。
Volkswagen can increase electric vehicle sales to 25% within two years by expanding electric vehicle charging infrastructure.
Volkswagen 可以通过扩大电动汽车充电基础设施，在两年内将电动汽车销量提高到 25%。
Volkswagen can increase production capacity by 20% within two years by applying circular economy principles to waste management.
Volkswagen 通过将循环经济原则应用于废物管理，可以在两年内将产能提高 20%。
(Electric Hybrid Vehicle Technology, 2023; Texas Commission on Environmental Quality, 2023).
（电动混合动力汽车技术，2023 年;德克萨斯州环境质量委员会，2023 年）。
