...Develop a marketing plan for the archipelago of Langkawi Vision: Be the leading tourism destination in the Island development in terms of physical development, infrastructure. Mission: Island Developing structured and directed to become a tourist destination leading to benefit maximum to the people The Objectives 1. To be leading the socio-economic development, infrastructure and development centre of tourism products. 2. Provide investment opportunities for develop economic and tourism sectors. 3. Encourage community participation in activities socio-economic and cultural. 4. Promote Langkawi as a tourist destination internationally and tax-free area. 5. Increase the income of sellers in Langkawi. 6. Create business opportunities in Langkawi. 7. Provide comfort to visitors. (C.T, 2008) Development Strategy: 1. Promote social development, economic and physical. 2. Create development scenarios that are consistent and harmony with the unique features of the local. 3. Try to move away from low productive sectors to high productivity sectors. 4. Prepare and create opportunities to attract large number of investors according to the source and tourism products. 5. Strengthen the resilience of tourism in Langkawi. 6. Diversify the tourism product in Langkawi 7. Provide employment opportunities to residents 8. Increasing Comfort To Tourists and Local Residents 9. Trails Facility (PKA) and Street...
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...Strategic Management Process Kimberly Bruno MGT 498 October 29, 2012 Homer Johnstone Strategic Management Process For an organization to achieve success a successful product or service is necessary. However, a successful organization requires much more than that. An organization needs a full-scale management plan. This displays plans for the future and allows an organization to run like a well-oiled machine. To fully understand the management process one must examine all necessary elements and examine an organization with a solid process. The Elements The basic components or basic models of strategic management include four elements. These elements are environmental scanning, strategy formulation, strategy implementation, evaluation, and control. However, evaluation and control is actually element, and there are multiple steps within each element. Environmental scanning includes the process of monitoring, evaluating, and dissemination of information from both external and internal environments to the correct people within and organization (Wheelen & Hunger, p. 16, 2010). The easiest way to do this is to conduct a SWOT analysis. Strategy formulation involves developing long-range plans to manage environmental opportunities and threats properly. The long-range plans include defining the corporate mission, specifying achievable objectives, developing strategies, and setting policy guidelines (Wheelen & Hunger, p...
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...| 5/4/2015 | | | | | | | | | | | | Impact of Leadership On Merger & AcquisitionsImportance of Leadership to M&A success or its failure | | | | | | | | | | | | | | | | | | | | | | | | By Shreyash Kumar Sharma | Assignment Details 1. Scope Highlight the impact of Leadership on Mergers and Acquisition. Focus on one success and one failure story 2. Assignment Flow 3.1 Executive Summary 3.2 Failure – BMW and The Rover Company * Summary * Acquisition Details * Analysis * What Went Wrong? 3.3 Success – AkzoNobel N.V – Imperial Chemicals Industries plc. * Summary * Acquisition Details * Analysis * Success Story 3 Closure 2.1 - Executive Summary In the current knowledge based economies, in order to gain access to one of the most important intangible asset of one business – the brand –, the companies merge or acquire the targeted brand (Kumar & Blomqvist, 2004) Today’s business world deals with an increasing phenomenon of Mergers and Acquisitions (M&A‟s), a process through which companies gain access to some tangible and intangible resources. The benefits of mergers and acquisitions (M&A) include, among others: * a diversification of product and service offerings * an increase in plant capacity * larger...
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...Strategic Planning of BMW's Global Production Network Author(s): Bernhard Fleischmann, Sonja Ferber and Peter Henrich Source: Interfaces, Vol. 36, No. 3 (May - Jun., 2006), pp. 194-208 Published by: INFORMS Stable URL: http://www.jstor.org/stable/20141389 . Accessed: 23/12/2013 16:01 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Interfaces. http://www.jstor.org This content downloaded from 195.229.156.147 on Mon, 23 Dec 2013 16:01:50 PM All use subject to JSTOR Terms and Conditions Interfaces Vol. 36, No. infjffiHJL 2006, pp. 194-208 DOI i0.l287/inte.l050.0187 ISSN 0092-21021 EissN 1526-551X1061360310194 @ 2006 INFORMS 3, May-June Strategic Planning Production Bernhard and Logistics, Germany, of BMW's Network Fleischmann University of Augsburg, Global of Production Department D-86135 Augsburg, Universit?tsstra?e 16, bernhard.fleischmann@wiwi.uni-augsburg.de BMW AG, D-80788 Sonja...
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...BUS 599 December 16, 2012 BMW Group is considered one of the most successful companies in the world, primarily manufacturing its automobiles in its three brands: BMW, Mini, and the Rolls Royce. The company continues to be a world class performer in luxury automobiles. BMW’s success is attributed to its long-term thinking and responsible actions, establishing a strategy of ecological and social sustainability throughout the value chain, comprehensive product responsibility and a clear commitment to resource conservation. Analyze the company’s mission and vision statements against the performance of the organization. Then, evaluate how well the company lives out its mission and vision statement. Provide support from the organization’s performance in your evaluation. BMW’s mission statement is: “To be the most successful premium manufacturer in the industry.” The mission statement is mainly designed just as to help the organization to move on a better path. Mission statement is a short-term goal and objective. It is being designed in order clear the actual motto of the business. With this, the business would arrive at hopeful moves so as to make it realized. Mission statement is formed for the sake of stating the fundamental reason behind the establishment of the business. It appears to be the best possible move just as to make people aware about existence of the business. It is a must from the part of the company to get acquainted with...
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...LAUNCHING THE BMW Z3 ROADSTAR 1. BMW Overview 1916 760 53 110,000 (2013 (2013 ) ) BMW , . BMW , Bayerische Motoren Werker BMW, , . 2 1. BMW Overview 3 2. BMW History 1916 1923 1928 1945 3 R32 / ( 2 BMW 5, 3, 7 BMW , (Spartanburg plant) (BMW Dixi , 1929) ) BFW( Bayerische Flugzeug Werke AG) 1972 ~ 1977 1994 1995 1998 2000 , BMW (Rolls-Royce) 4 3. BMW Z3 Roadster BMW Z3 Roadster ( 2 1930 328 507 Z1 1,900cc 4 ) Spartanburg (South Carolina) 007 , Won the "Super Reggie" award for the best promotional marketing campaign of 1995. The BMW Z3 2.8 made Editor's Most Wanted Vehicle for 1999 Edmunds.com AUTOMOBILE Magazine awarded the BMW M coupe its 1999 Design of the Year. The 2002 BMW Z3 M Coupe became Top Gear Car of the Year 5 4. Case Questions 1) What is the strategic significance of the Z3 launch to the BMW corporation? Specifically, how BMW was hoping to redefine the BMW brand image? Yuppie Status Symbol Ultimate Driving Machine Biggest → The Best in Luxury/Performance segment : Spartanburg ‘Made in Germany’ ‘Made in BMW’ 4. Case Questions 1) What is the strategic significance of the Z3 launch to the BMW corporation? Specifically, how BMW was hoping to redefine the BMW brand image? Sheer Driving Pleasure Ultimate Driving Machine JOY Is BMW 7 3. Case Questions 2) Who were the main target consumers for the Z3? How did BMW segment consumers for the Z3 launch? Segmentation & Target ...
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...CASE STUDY OF BMWi INTRODUCTION: BMW start their work as a business entity in 1917. They entered in automobiles in 1928-29. They first significant aircraft engine then they shift their business to motorcycle and then automobile industry. They unveiled two new models, they launch their electric motoring division BMWi. This i3 is an electric small car and on the other hand i8 is a very powerful sports car. They combine the electric motor with the three cylinder combustion engine. For the reduction of weight the car is constructed with the light weight aluminum, in their structure and body from the strong but light carbon fiber. They also have small batteries. BMW are very much cautious about predicting that there will be a demand of electric car in the future. TASK 1 (1a,1b): Reason behind this decision: The reason behind this decision of BMW to make BMWi is that, they have taken preventive measures to reduce the impact of automobiles on the environment. They want to design less polluting cars by making their existing models into the more efficient along with the environmental friendly fuels as vehicles if future. The possibilities of which are as: electric power, hybrid power (combustion engine and electric motors) hydrogen engine. Now the BMWi has all this, it is relatively simple in production process. It does not involve any press shop, welding shop and the paint work is also in a very small quantity. Mr. Robertson insists that it means, “it is much easier to ramp up production...
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...Recommendations BMW, being a global company decided to open Spartanburg plant in North America. We think it should have had an approach to open few other plants in other top strategic parts of the globe at the same time. If it had done so, it might not have given an opportunity to its competitors in those strategic parts of the globe to open their plants or to develop a similar strategy. Doing so, BMW would have gained the edge over its competitors. The central goal of the launch was to expand the BMW franchise. But we feel that it was not necessary for BMW to stress so much on the American culture and settling into their minds and hearts because that may have hampered its recognition and success in other parts of the world. Rather, it could have addressed the general public all over the world. BMW knew it had 345 dealers and their goal was to expand the franchise. It produced only 150 pre-production cars for use in pre-selling promotions which were circulated among the dealers. This gives the public an internal picture of the BMW’s confidence level in the Z3’s success. It may have wanted to pre-produce more cars than the number of dealers for pre-selling promotions. The BMW/MGM agreement was orally sealed in January 1995 and formally signed in July 1995. This elongated time period of gap may have created opportunities for their counterparts to break or disturb the agreement. Another thing is BMW did not pay anything to MGM to place its product in the movie. This may...
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...Could a company even plan for this type of situation? If yes, how? If not, why not? Yes, a company can plan for this type of situation. Natural disasters are unpredictable and can happen any time. However, when facing a situation like this they can plan for a specific but flexible plant. Would goals be useful in this type of situation? What types of goals might a manufacturing company like BMW have in such a situation? How about a global airlines? How about a small flower grower in Kenya? Yes, setting up goals would be important in a crisis situation. Goals would provide managers and employees a direction outwards the outcome and it will also help them to evaluate their performances. BMW- BMW would want to have a strategic goal coming from division management. As the issue is with one particular plant so the decision will have to come from the Management of that division. Global Airlines- As this is a crisis of global airlines the strategic planning will have to come from top management. Small flower grower- The strategic goals of small flower growers could be more of individual level. What type of plans could companies use in this type of situation? Explain why you think these plans would be important? Companies would use specific but flexible plans. Natural disasters are crisis situation which coming without any prior warning so using a specific plan seems the best solution. Managers can focus on the particular problem and aim to eliminate the issue. However,...
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...organizations Capability for Planning its Future Marketing Activity: | | 1.2 | | | 1 | Examine technique for Organizational Auditing & For Analyzing External Factors That Affect Marketing Planning | | 1.3 | | | 1 | carry out Organizational Audit & External Factors Analysis of external factors that affect marketing planning in a given situation | | 1.4 | | | 2 | Assess the main barriers to market planning. | | 2.1 | | | 2 | Examine how organizations may overcome barriers to marketing plan. | | 2.2 | | | 3 | Write a marketing plan for a product or service | | 3.1 | | | 3 | Explain why marketing plan is essential in the strategic planning process for an organisation | | 3.2 | | | 3 | examine techniques for new product development | | 3.3 | | | 3 | Justify recommendation for pricing policy, distribution and communication mix | | 3.4 | | | 3 | Explain how factors affecting the effective implementation of the marketing plan have been taken into account | | 3.5 | | | 4 | Explain how ethical issues influence marketing planning | | 4.1 | | | 4 | Analyze example of how organization respond to ethical issues | | 4.2 | | | 4 | Analyse...
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...Strategic Management And Leadership Name: Course: Lecturer: Date: Strategic Management And Leadership Question 1 It has been said that being the best in any field is not a daunting fete, the real measure of success lies in remaining at the top. The BMW group has confirmed its position as a great company by being the leading premium manufacturer the world over in the automobile industry. This fete is attested by having record sales and marginal profits that surpass €4 billion. This success has been attributed to the implementation of strong strategic capabilities that have led to competitive advantage combined with an effective innovation strategy (Lauterborn, 1990). An innovation strategy that proved to be of value dates back to the year 2000 when the company came up with future segments to be included in the future designs of the company’s product lines. In the accordance with this redesign, the motor vehicles were to the forecasted changed in terms consumer tastes fashion, behavior and preferences. These were realized after a commissioned consumer research. This product initiative enabled the company to focus on the market segments where the company needed to concentrate in the future (Proctor, 2000). With the presence of market dynamism in terms of tastes, there arises a differentiated market with more focused segments. This means that any company keen on developing its market share has to take a strategic risk with as much market information as possible...
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...lead time of product development in BMW from 60 months to 30 month. As a result, the firm can incorporate reflect fickle customers’ tastes and the latest technology to their product development quickly and it enable them to fit the market needs strategically. If this change is successful, the experience and knowledge can be transferred to 7-series and all other new projects. It will make BMW in front of the competition. And it will save huge money and time of the firm. 1-2. Digital technology, such as CAD, is considerably effective to reduce product development lead time even in other competitors. Considering digital technology as hardware, its directions and capability of staff operating the technology, however, might be critical issue on product development using digital technology. Moreover we should not ignore the fact that the capability and experience would be brought as a result of learning and accumulated experience and knowledge. 1-3. 3-series touring wagon will inherit platform and basic design concept from 3-series sedan. Fortunately the current 3-series sedan has been developed through computer design process. Therefore, it can be thought that there is some accumulated experience of product development using computer design. Additionally, the staff had realized its untapped potential as strategic product development tool. In other words, by adopting the development project as pilot experiment of the digital project, we think that BMW can accumulate and develop the competences...
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...Launching the BMW Z3 Roadster January 1996 marked the beginning of Phase II of BMW of North America Inc.’s Z3 roadster introduction. Phase I had centered on the placement of the new $28,750 two-seat convertible in the James Bond hit movie, GoldenEye, which premiered several months earlier. While not yet critically evaluated, results of the “out-of-the-box” pre-launch campaign appeared very positive: word-ofmouth concerning the Z3 and the James Bond cross-promotion were favorable, and product orders far exceeded BMW’s initial expectations. The challenge now was to design a marketing program that would sustain product excitement until dealer product availability beginning in March. Phase II planning had to be undertaken within the context of other important events in the BMW product family: (1) the April launch of the redesigned 5-Series; and (2) the company’s role as “official international automotive sponsor” of the 1996 Atlanta Summer Games, which would begin in earnest with the Olympic Torch Relay 5-Series event in June. While these other elements of the BMW product family clearly impacted the Z3, the marketing approach and ultimate results for the Z3 would influence the whole BMW operation in the United States. Dr. Helmut Panke, Chairman and CEO of BMW (U.S.) Holding Corp. since 1993, noted that the Z3 was destined to be “the first BMW not made by mythical little creatures in the Bavarian woods. This car will be made in Spartanburg, South Carolina. Some people think BMW means German-made...
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...Running head: BMW SWOT Analysis BMW Motor Corporation SWOT Analysis Name Affiliation Date Abstract A SWOT Analysis is used to develop strategies that capitalize on an organization’s strengths, minimize the effects of any weaknesses, exploit available opportunities and defend against threats. In this report, I discuss SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis of the BMW Motor Corporation. BMW Motor Corporation SWOT Analysis BMW Motor Corporation is world-renowned luxury car manufacturer that has obtained a status of superb automotive engineering. BMW Motor Corporation has achieved its status through successful business planning, strategies, and vision by offering new and innovative features to their products. As a car manufacturer, there are numerous external influences that can positively or adversely affect the outcomes of BMW Motor Corporation. Some factors include but are not limited to the state of the current economy, the current and future supply of fuel resources, the supply and demand of automotive parts- and the most demanding of all- the needs and wants of the consumer. If we recall, the United States was hit by a recession that affected many industries including the automotive industry. In fact, the automotive industry appeared to be one of the hardest hit areas during times of recession. In response, The United States implemented a program called the car allowance rebate...
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...New Product Launch Marketing Plan Marnice Gaston, Heather Manypenny, Yesenia Rodriguez, Rama Krishna Kullapally, Aya Tsuchiya MKT/571 April 27, 2015 Isaac Owolabi New Product Launch Marketing Plan Target Summary The first Target store opened in 1962 in the Minneapolis suburb of Roseville, Minn., with a focus on convenient shopping at competitive discount prices. Today, Target remains committed to providing a one-stop shopping experience for guests by delivering differentiated merchandise and outstanding value with its Expect More. Pay Less® brand promise. Target currently is the second largest general merchandise retailer in America, with Target.com consistently being ranked as one of the most-visited retail Web sites. Target is recognized as a leader in innovation across the retail industry. From pioneering the concept of designer partnerships to consistently being best in class in store design, Target remains focused on not only meeting, but exceeding, its guests' needs. To remain relevant to its guests over time, Target continually reinvents its stores, including layout, presentation and merchandise assortment, to create an engaging shopping experience. BMW Summary BMW can trace its roots back to Karl Rapp and Gustav Otto. In 1916, the Flugmaschinenfabrik Gustav Otto Company had merged into Bayerische Flugzeug-Werke AG (BFW) at government behest. Elsewhere, in 1917, the Rapp Motorenwerke Company morphed into Bayerische Motoren Werke GmbH, which was duly converted...
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