Vestas

Expanding the International Service Business

    Research output: Other contributionEducation

    Abstract

    Vestas faced difficult times in the aftermath of the financial crisis partially caused by a bleak market outlook and partially due to internal challenges with project delays and quality issues. The waning investor confidence was reflected in a historical dip in the share price where the stock almost halved in value over the five-year period 2008-12. After restructuring and cost cutting with employee layoffs, the company engaged in a “Profitable Growth” strategy in 2014 focused on operational excellence to capture the potential of supportive service business. The first attempts to enter the service business were taken in 2008 to reach full focus by 2014. For the first time in three years and under new leadership, Vestas reported profits again and returned to the top ranks in the wind turbine industry. Vestas planned to expand the service business by 40% over the coming years expecting an annual growth rate in the service market of around 9%. From 2014 to 2015 revenues from service activities increased by 18% setting positive prospects for the future. Vestas extended the in-house competencies for the service business and acquired two external service providers to back it up. In late 2015, the company took over UpWind, a US-based service provider for turbines and acquired the European service provider Availon in 2016. Vestas extended the service offering further to not only include its own turbines but to also comprise the customers’ full portfolio of turbines regardless of their origin.
    Original languageEnglish
    Publication date2017
    Place of PublicationFrederksberg
    PublisherCopenhagen Business School, CBS
    Number of pages11
    Publication statusPublished - 2017

    Bibliographical note

    CBS Library does not have access to the material

    Cite this

    Andersen, T. J. (2017). Vestas: Expanding the International Service Business. Frederksberg: Copenhagen Business School, CBS.
    Andersen, Torben Juul. / Vestas : Expanding the International Service Business. 2017. Frederksberg : Copenhagen Business School, CBS. 11 p.
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    abstract = "Vestas faced difficult times in the aftermath of the financial crisis partially caused by a bleak market outlook and partially due to internal challenges with project delays and quality issues. The waning investor confidence was reflected in a historical dip in the share price where the stock almost halved in value over the five-year period 2008-12. After restructuring and cost cutting with employee layoffs, the company engaged in a “Profitable Growth” strategy in 2014 focused on operational excellence to capture the potential of supportive service business. The first attempts to enter the service business were taken in 2008 to reach full focus by 2014. For the first time in three years and under new leadership, Vestas reported profits again and returned to the top ranks in the wind turbine industry. Vestas planned to expand the service business by 40{\%} over the coming years expecting an annual growth rate in the service market of around 9{\%}. From 2014 to 2015 revenues from service activities increased by 18{\%} setting positive prospects for the future. Vestas extended the in-house competencies for the service business and acquired two external service providers to back it up. In late 2015, the company took over UpWind, a US-based service provider for turbines and acquired the European service provider Availon in 2016. Vestas extended the service offering further to not only include its own turbines but to also comprise the customers’ full portfolio of turbines regardless of their origin.",
    author = "Andersen, {Torben Juul}",
    note = "CBS Library does not have access to the material",
    year = "2017",
    language = "English",
    publisher = "Copenhagen Business School, CBS",
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    Andersen, TJ 2017, Vestas: Expanding the International Service Business. Copenhagen Business School, CBS, Frederksberg.

    Vestas : Expanding the International Service Business. / Andersen, Torben Juul.

    11 p. Frederksberg : Copenhagen Business School, CBS. 2017, Case.

    Research output: Other contributionEducation

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    N1 - CBS Library does not have access to the material

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    N2 - Vestas faced difficult times in the aftermath of the financial crisis partially caused by a bleak market outlook and partially due to internal challenges with project delays and quality issues. The waning investor confidence was reflected in a historical dip in the share price where the stock almost halved in value over the five-year period 2008-12. After restructuring and cost cutting with employee layoffs, the company engaged in a “Profitable Growth” strategy in 2014 focused on operational excellence to capture the potential of supportive service business. The first attempts to enter the service business were taken in 2008 to reach full focus by 2014. For the first time in three years and under new leadership, Vestas reported profits again and returned to the top ranks in the wind turbine industry. Vestas planned to expand the service business by 40% over the coming years expecting an annual growth rate in the service market of around 9%. From 2014 to 2015 revenues from service activities increased by 18% setting positive prospects for the future. Vestas extended the in-house competencies for the service business and acquired two external service providers to back it up. In late 2015, the company took over UpWind, a US-based service provider for turbines and acquired the European service provider Availon in 2016. Vestas extended the service offering further to not only include its own turbines but to also comprise the customers’ full portfolio of turbines regardless of their origin.

    AB - Vestas faced difficult times in the aftermath of the financial crisis partially caused by a bleak market outlook and partially due to internal challenges with project delays and quality issues. The waning investor confidence was reflected in a historical dip in the share price where the stock almost halved in value over the five-year period 2008-12. After restructuring and cost cutting with employee layoffs, the company engaged in a “Profitable Growth” strategy in 2014 focused on operational excellence to capture the potential of supportive service business. The first attempts to enter the service business were taken in 2008 to reach full focus by 2014. For the first time in three years and under new leadership, Vestas reported profits again and returned to the top ranks in the wind turbine industry. Vestas planned to expand the service business by 40% over the coming years expecting an annual growth rate in the service market of around 9%. From 2014 to 2015 revenues from service activities increased by 18% setting positive prospects for the future. Vestas extended the in-house competencies for the service business and acquired two external service providers to back it up. In late 2015, the company took over UpWind, a US-based service provider for turbines and acquired the European service provider Availon in 2016. Vestas extended the service offering further to not only include its own turbines but to also comprise the customers’ full portfolio of turbines regardless of their origin.

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