VW’s introduction to electromobility was rather slow. Cars from compact ID.3 to family van ID. Buzz and possibly soon the flagship Passat’s e-necklace. But sassy software, less intuitive operation and simple interiors have taken away some customers’ fun with the new Stromer.
“We get it,” says Thomas Schäfer. “The VW brand has also suffered from the consequences of the diesel crisis in recent years. But the time to lick wounds is over. Now we look forward and want to do better.” The 52-year-old Marburg (D) has been the new head of the VW brand in the Volkswagen Group since July 1 this year. It’s time to take stock and explain where he wants to lead the brand in the future. The most important path demonstrative principle: “The customer is king.”
Take customer criticism seriously
In fact, it is an issue for every company. However, Schäfer set up a top committee called the Customer Board Committee (VAC), chaired by Marketing Director Imelda Labbé. “Special customer requests will be discussed there” – and this shows how far the Lower Saxony automaker has moved away from its customers and how close it is in name alone. After all: now buyers’ complaints also reach the main factory in Wolfsburg and are taken into account.
That’s why VW is bringing the ID.3 makeover to next year and improving, among other things, the material quality of the interior. Sister model ID.4 arrives a year later; The current eighth generation of the former best-selling VW Golf will also be extensively revised – the Golf 8.5, so to speak. However, there are limits to the technical retrofit of existing models: “Steering wheel replacement costs 300 million euros,” says Schäfer. In particular, the next major improvement step in the operating system – such as the touch-sensitive and therefore very responsive buttons on the steering wheel – will therefore be brought only next year on the new generations of the Tiguan and Passat.
Models become redundant
What customers will also feel: Not every current model will have a successor in the future. “Do we need a vehicle like the Arteon?” Schäfer asks rhetorically. “Not exactly.” As for golf, it has not been decided for a long time whether the ninth edition will come. Each model is put to the test before a new edition is approved.
It is clear that VW wants to sell only electric cars in Europe from 2033. The new models will be based on the same new technology kit by the end of the decade. The first car in this architecture will be the VW Trinity in 2026. But: “If we make a new model, then we do it right,” says Schäfer. Quick shots and the unstable infotainment system like the current Golf should no longer exist. Rather than launching an unfinished innovation, Schäfer prefers to delay a market launch for a few months.
Ten new Stromers by 2030
By 2030, VW plans to launch ten new electric models, including the new Stromer flagship based on the ID study in the second quarter of next year. Aero. An almost electric Passat that could probably be called the ID.7. Or not – even the model nomenclature is not untouchable for Schäfer. In order to be more competitive, especially the charging capacity will be increased to 200 kilowatts (kW). The already announced ID.2 will be the smallest Stromer. Will the car cost less than 25,000 francs as announced? “It’s hard to say, given the rise in raw material and energy prices,” says Schäfer. There will also be a promotional crossover. The same is planned for ID.3.
For Schäfer, however, the structural changes he initiated are much more decisive for future viability. Together with VW, Seat, Curpa, Skoda and VW commercial vehicles, it operates as a brand group where technology and production capacities will be shared flexibly. Decisions must be made in a committee of brand managers so that the best solution for everyone is found together – even if a brand later has to step back for the bigger picture.
Restart in the USA
“There will no longer be any discussion about whether Seat or Skoda will come too close to our core VW brand.” The shepherd must know. He ran the Czech subsidiary himself from 2020 to June. This discussion is highly theoretical: “Customer migration from VW to Skoda is less than three percent,” explains Schäfer. “VW’s rivals are outside the group.” In order to survive in the face of competition, it is important to lean and increase efficiency. Quick decisions in the field rather than discussing every screw and its costs at the board level. It is said that at one time, individual components were thrown around the room if they did not meet the requirements of the leadership circle.
VW is also making a new attempt in the US after the brand has been pretty stagnant there since the diesel scandal. VW will invest seven billion euros in the US by 2027. “To be able to play a role there, the market share has to be five percent plus X,” explains Thomas Schäfer. Identity. Buzz, which gets a bigger battery and longer wheelbase. “We should have brought the car much sooner,” admits Thomas Schäfer. There has never been so much self-criticism at Wolfsburg.